FISCAL YEAR 2002
BUDGET REQUEST
AND
ANNUAL PERFORMANCE PLAN

Table of Contents

"Sustaining Economic Growth and Family Income by
Ensuring Discrimination-Free Workplaces"

SALARIES AND EXPENSES

Appropriation Language
Analysis of Change
Object Class Schedules
Agency Summary
Enforcement Summary
Private Sector Comprehensive Enforcement Program
State and Local Program
Federal Sector Enforcement Program
Improving Service to the Public Through Executive Direction and Support,
Including Technology

Improve the effectiveness of the private
sector enforcement program, including the use of charge
prioritization, mediation and, where necessary, litigation,
by utilizing a comprehensive enforcement strategy that
focuses on National Enforcement Plan
priorities.

Section 1
Introduction

A. MISSION STATEMENT

In fiscal year 2000, as part of a requirement in the Government
Performance and Results Act of 1993 (GPRA) that agency strategic
plans be updated every three years, the EEOC incorporated its
Comprehensive Enforcement Program (CEP) into our Strategic Plan for
Fiscal Years 2000-2005. The CEP focuses on an integrated strategic
approach linking all program elements to deliver fair and efficient
service to the public. These elements include outreach, education
and technical assistance to a broad range of stakeholders seeking
to prevent discrimination in the first instance, and on pursuing
fair and vigorous enforcement when discrimination is found to
occur.

Under the CEP, special emphasis is placed on reaching out to
small businesses and under-served communities to promote
understanding, voluntary compliance with the federal laws
prohibiting employment discrimination, and use of expeditious means
to resolve charges through our Mediation Program. The CEP, and the
new initiatives instituted under it, aim to marshal EEOC resources
in a coordinated fashion to increase agency efforts to prevent
discrimination at the workplace and enforce the EEO laws where
discrimination is found.

Our Mission Statement clearly and concisely conveys to employers
and employees alike that the Commission will pursue fair and
vigorous enforcement where there is any form or level of employment
discrimination covered by the laws we implement. Although the
statement expresses a noble - and some would say unattainable - goal,
the Commission believes, instead, that it embodies the hopes and
dreams of our society expressed in our founding documents - the
Declaration of Independence and the Constitution of the United
States of America - as well as the statutes EEOC has been entrusted
to enforce.

Our mission is to:

Eradicate Employment Discrimination at the Workplace

B. EXECUTIVE SUMMARY

Sustaining Economic Growth and Family
Income by Ensuring Discrimination-Free Workplaces

Equality of opportunity is a deeply felt principle rooted in the
hopes and dreams expressed by the Founders, as well as in the
statutes enacted by Administrations and Congresses led by both
political parties over the last four decades. Discrimination in the
workplace on account of race, color, national origin, sex, age,
religion or disability deprives the Nation of the skills and
talents needed to sustain economic growth and deprives families of
the quality of life they deserve.

The U.S. Equal Employment Opportunity Commission has
demonstrated that it is up to the task of delivering fair and
efficient service to the public by setting and meeting challenging
performance goals for fiscal years 1999 and 2000, as it has
implemented the Government Performance and Results Act (GPRA).
Consistent with the Administration's reform agenda, EEOC is linking
its request for resources with expected results, allocating
resources where the payoff will be the greatest, and planning to
convert antiquated financial, human resources and program
information systems to new, streamlined systems in fiscal year
2002, which will have many beneficial effects, including the
expansion of e-procurement and speedier payments to our many
vendors.

The EEOC's budget request for fiscal year 2002 is $310 million,
a $7 million (2.3%) increase over the fiscal year 2001 budget. The
level of resources requested represents fiscal year 2002
adjustments to compensation needed to meet our commitment to
continue reducing inventories of private sector charges and federal
sector hearings and appeals. The increase will cover
government-wide adjustments to pay and benefits, including a 3.6%
pay raise, enabling the agency to maintain timeliness and quality
of service to the public. Over 80% of the resources for Commission
programs is used for maintaining staffing levels. With the funding
level requested for fiscal year 2002, the agency will be able to
maintain staff levels reached in fiscal year 2001, within
Administration assumptions for increases to pay and benefits.

With the $310 million requested for fiscal year 2002, EEOC will
sustain the many significant program enhancements achieved over the
past five years in both the timeliness and quality of service to
the public. For example, by the end of fiscal year 2000, the
average time required to resolve a large percentage of charges
declined to 180 days or less. Furthermore, using mediation - a
non-adversarial method to resolve employment disputes - and
strengthening the investigator-attorney collaboration, over 20
percent of the charges resolved resulted in a beneficial outcome.
Beneficial outcomes include conciliations, successful mediations,
settlements with benefits and withdrawals with benefits.

We have achieved significant improvements in customer service
through implementation of the Comprehensive Enforcement Program, a
strategic approach to linking and integrating functions performed
by staff agency-wide to focus on accomplishing results, as
articulated in the performance measures for every organizational
unit. These improvements are all the more significant when
considering the increase in annual workloads over the past decade,
primarily as a result of increases in responsibility stemming from
two major pieces of civil rights legislation: the Americans with
Disabilities Act in 1990 and the Civil Rights Act of 1991.

Fiscal Year 2000 Highlights

Improvements have been achieved in fiscal year 2000 in every
program area, producing impressive results agency-wide,
including:

Enforcing the law in the private sector through mediation,
investigation, settlement attempts and, when these fail,
litigation;

Enforcing the law in the federal sector by conducting hearings
and addressing appeals requested, as well as oversight of federal
agency implementation of EEO laws;

Preventing discrimination through nationwide outreach,
education and technical assistance efforts with the employer and
employee communities; and

Providing executive direction and support to achieve agency
objectives by issuing user-friendly guidance to the public on
implementation of EEO laws, building staff skills through training,
increasing the use of advanced technology to improve the efficiency
of agency operations, and streamlining internal processes to
achieve management reforms.

Cutting the pending inventory of private sector charges
(backlog) to 34,297 - a 15% decrease from the fiscal year 1999 level.
This dramatic improvement in one year is a continuation of our
phenomenal trend in reducing our inventory 69% from its high of
over 111,000 charges in June 1995.

Reducing the average charge processing time for private sector
charges to 216 days - a reduction of almost 50 days from fiscal year
1999 and almost 100 days from 1998. During fiscal year 2000, over
60% of the private sector charges were resolved within 180 days
from when they were received. A major contributor to this
achievement is the increase in mediation activity, where charges
were resolved in an average of only 96 days.

Obtaining a Commission high of $292.6 million in monetary
benefits for victims of employment discrimination in the private
sector enforcement program.

Increasing collaboration between legal and administrative
enforcement staff to improve charge resolutions and the development
of substantive litigation. Also, the agency exceeded its goal and
increased to 36% the number of cases filed during the fiscal year
involving multiple aggrieved parties or discriminatory policies;
the most cost-efficient approach for employers and the agency
alike.

Expanding outreach, education, and technical assistance to small
and mid-sized employers and under-served minority communities,
including a record number of 2,961 events attended by 218,000
people nationwide.

Reducing the federal sector hearings inventory by 13% and the
appeals inventory by 14% from their fiscal year 1999 levels.

Completing a multi-year program to build the agency's
telecommunications infrastructure to connect all employees
electronically and provide them with the means to conduct business,
access on-line information, and communicate with each other and
with external customers and stakeholders. This new capability
includes local and wide-area networks, Internet access, and an
Intranet site containing comprehensive program and administrative
information. These capabilities have facilitated research,
communication and collaboration; provided access to, and sharing
of, information in all program areas; increased work efficiency;
and improved customer service.

Fiscal Year 2002 Highlights

With $310 million for fiscal year 2002, EEOC will meet the
following performance measures to support the Administration's
goals of more cost-effective government:

With the volume of incoming private sector charges projected at
80,000 for EEOC plus 58,000 for Fair Employment Practices
Agencies-nearly 8,000 deferred to EEOC for action and over 55,000
resolved under contract and entered into the agency's data system-
the EEOC will reduce its fiscal year 2002 year-end charge inventory
by 6% from its level at the end of fiscal year 2000. It will also
resolve 60% of its charges within 180 days.

Through its nationwide mediation program and
investigator-attorney collaboration focusing on substantive issues,
the agency will increase the share of charges closed with
beneficial results to 22%.

Sustain the level of new litigation involving multiple aggrieved
parties or discriminatory policies at 36% to consolidate unsettled
allegations against the same employer within a given geographic
area, which provides an expedited and coherent approach to
resolving multiple allegations against employers.

In the federal sector program, despite regulatory reform and
steady increases in productivity by attorneys addressing requests
for hearings and appeals, resources dedicated to the program have
not been sufficient to reduce inventories enough to provide
timeliness of service that is comparable to the private sector
program. However, EEOC has established goals to manage its workload
by focusing on two aspects of the hearings and appeals inventories:
resolve a significant portion of the oldest cases, while ensuring
that 20% of the resolutions include a group of cases received in
the fiscal year and completed within 180 days. In addition to
focusing on these two broader aspects of the federal sector
inventory, EEOC will give priority attention to resolving within
180 days 50% of the appeals in two categories that are critical to
compliance with anti-discrimination laws covering the federal
workforce: appeals involving a breach of a settlement and appeals
alleging non-compliance with an agency's final action or final
decision.

EEOC plans new outreach efforts to reach small employers. These
employers-with 15 to 99 employees-are least likely to maintain
personnel departments to guide employment practices or to retain
attorneys to represent them. EEOC will provide 5000 small employers
with information on how to prevent discrimination, as part of a
special outreach effort. EEOC also plans to reach small employers
through 250 events encouraging them to participate in mediation.
Mediated charges are resolved on average in 96 days and the need
for costly attorneys to represent the employer is avoided.

EEOC plans to conduct 1,200 consultations with employers on
operational and legal issues and reach 50,000 representatives of
private sector and federal sector employers through technical
assistance activities. It also plans outreach efforts to serve the
employee community by conducting 3,900 consultations with employee
stakeholders on operational and legal issues and reaching 30,000
employees or employee representatives with educational
materials.

In recognition of the increasing diversity of the nation's
population, EEOC strives to make government more accessible to the
public by establishing a goal to make 15 frequently requested
publications available in an alternate format accessible to the
sight impaired and translate them into 7 languages-Spanish,
Haitian/Creole, Vietnamese, Russian, Korean, Arabic, and
Chinese.

To improve the quality of our work and stimulate
continuous-learning networks, EEOC will conduct Quality Peer
Reviews on outreach and initial contact phases of our private
sector program in 10 percent (5) of our field offices. The agency
receives hundreds of thousands of inquiries from the public each
year. Assessing how well we respond and identifying ways to improve
customer service are critical to creating a government that is
responsive to the public supporting it through their tax
dollars.

Consistent with the President's goals for management reform,
EEOC will complete a cost comparison study of at least one activity
representing 5% or more of the Full Time Equivalent (FTE) positions
included on the agency's FAIR Act Inventory; and will post and
provide the opportunity for bids through the government-wide
website for procurement activity for 100% of the agency's full and
open procurement actions of $25,000 or more. EEOC already uses
performance-based contracts for nearly all of its contracts and has
already contracted out four major activities that were formerly
provided by government employees.

EEOC will build upon our technology infrastructure and implement
new information systems to enhance the operations and management of
finance, budget, procurement, human resources, payroll, and program
activities. The agency will also continue its electronic-government
efforts by implementing the Government Paperwork Elimination Act,
streamlining internal processes, reducing paperwork burdens, and
providing electronic services to the public.

EEOC remains committed to the noblest goals of this Nation,
embodied in the proud legacy of civil rights legislation over the
last four decades dedicated to the simple justice of
discrimination-free workplaces. At the same time, we are cognizant
of the necessity for cost-efficient operations delivering results
to the American public for every dollar invested.

As stated by Chairwoman Castro at the September 26, 2000,
Commission meeting in celebration of the agency's 35th
anniversary, "[t]he American workplace has changed and the EEOC has
played a significant and, at times, crucial role in ensuring that
the barriers to opportunity are torn down." Over the past two
years, the Commission has improved its services to both the
employee and employer communities in its effort to
Eradicate Employment Discrimination at the
Workplace. Our goal for the future is to sustain and
build on our accomplishments in order to ensure timely and high
quality service for our customers; continue our quest towards the
elimination of employment discrimination, in partnership with the
country's employers and employees alike; and support both the
Nation's economic competitiveness in a world economy and the
economic well-being of American families through the fullest
utilization of all of the nation's skills and talents.

Fiscal Year 2002 Budget Request Format

The agency's fiscal year 2002 Budget Request continues last
year's successful effort to integrate our budget and GPRA Annual
Performance Plan, creating a Program Budget based on results as
envisioned by GPRA. This Request uses the format in the Strategic
Plan for Fiscal Years 2000-2005, updated in September 2000. Our
Strategic Goals, Strategic Objectives and performance measures for
fiscal year 2002 are tied to the following program budget
structure: 1) Comprehensive Enforcement of EEO
Laws; 2) Prevention of Employment
Discrimination; 3) Improving Service to the
Public Through Executive Direction and Support, Including
Technology; and 4) the Education, Technical
Assistance and Training Fund (the Revolving Fund).

For Sections II to IV-covering our enforcement programs,
prevention programs, and executive direction and support-we discuss
results expected for the resources requested. In addition, this
year we have streamlined our discussion of past-year
accomplishments in the budget request by including a copy of our
GPRA Fiscal Year 2000 Annual Performance Report in Appendix C-4.
Other Appendices contain fiscal year
2002 GPRA Annual Performance Plan requirements, including:
Verification and Validation of Agency Information and any
Program Evaluation activities and initiatives.

C. SALARIES AND EXPENSES

APPROPRIATION LANGUAGE

EQUAL EMPLOYMENT OPPORTUNITY COMMISSION

Federal Funds

General and Special Funds:

Salaries and Expenses

For necessary expenses of the Equal Employment Opportunity
Commission as authorized by Title VII of the Civil Rights Act of
1964, as amended (29 U.S.C. 206(d) and 621-634), the Americans with
Disabilities Act, and the Civil Rights Act of 1991, including
services as authorized by 5 U.S.C. 3109; hire of passenger motor
vehicles as authorized by 31 U.S.C. 1343(b); non-monetary awards to
private citizens; not to exceed $30,000,000 for payments to State
and Local enforcement agencies for services to the Commission
pursuant to Title VII of the Civil Rights Act, as amended, sections
6 and 14 of the Age Discrimination in Employment Act, the Americans
with Disabilities Act, and the Civil Rights Act of 1991,
[$303,864,000] $310,405,624. Provided further, the Commission is
authorized to make available for official reception and
representation expenses not to exceed $2,500 from available funds.
(The Departments of Commerce, Justice, and State, the Judiciary,
and Related Agencies Appropriations Act, 2001.)

ANALYSIS OF CHANGE

Fiscal Year 2002 Budget Request
(Funds in thousands of dollars)

FTE

AMOUNT

Fiscal Year 2001 Appropriation

3,055

303,864

Fiscal Year 2001 .22% rescission

(669)

Revised Fiscal Year 2001 Appropriation

3,055

303,195

Comprehensive Enforcement of EEO
Laws

Private Sector - Base Adjustments

-

5,287

State and Local - Base Adjustments

-

66

Federal Sector - Base Adjustments

-

714

Improving Service to the Public
Through Executive Direction and Support, Including Technology

Executive Direction and Support - Base Adjustments

-

1,144

Fiscal Year 2002 Request

3,055

310,406

OBJECT CLASS SCHEDULES

Agency Summary

Enforcement Summary

Private Sector Comprehensive Enforcement Program

State and Local Program

Federal Sector Enforcement Program

Improving Service to the Public Through Executive Direction and Support,
Including Technology

Section II
Comprehensive Enforcement of EEO Laws

The agency is requesting a total of $310.4 million for fiscal
year 2002, of which $233.4 million is for Comprehensive
Enforcement of EEO Laws. This amount will fund a wide range of
program activities required to meet our GPRA measures. This funding
request is $7.2 million above the fiscal year 2001 appropriation.
Of the $7.2 million, 84% or $6.067 will support base adjustments to
maintain fiscal year 2001 staffing levels for three major programs:
EEOC's private sector program, the state and local program and the
federal sector program. Total resources to be deployed for each
program and GPRA results expected are summarized below.

Private Sector Comprehensive Enforcement Program

This part of the agency's program covers our investigative and
litigation activities nationwide. In fiscal year 2002, $205.8
million will be dedicated to our private sector comprehensive
enforcement program, as well as outreach, education and technical
assistance efforts to prevent employment discrimination in the
private sector. Under the Comprehensive Enforcement Program (CEP),
we have more effectively integrated prevention and enforcement
efforts over the past few years, and they are carried out by the
same staff. The prevention program is discussed in Section III,
Prevention of Employment Discrimination.

Resources for fiscal year 2002 for the private sector
enforcement program will support reduction of the year-end
inventory by 6% and the accomplishment of the following GPRA
results:

Beneficial resolutions for 22% of the charges closed, as a
result of effective attorney-investigator collaboration and the use
of mediation.

Resolution of 60% of newly-filed charges within 180 days.

Categorization of charges with necessary attorney involvement in
90% of sampled charge files.

On-site investigations in at least 70% of our "A-1" charges; the
charges most likely to have merit.

Availability of attorneys to advise investigators for all "A"
charges-about 40% of the workload.

Investigators assigned to at least 5% of the lawsuits filed
during the fiscal year, to deepen their understanding of
evidentiary requirements, resulting in better focused, more
efficient investigations.

State and Local Program

A total of $30.0 million will be dedicated to the State and
local program in fiscal year 2002 to fund the resolution of
dual-filed charges by Fair Employment Practices Agencies (FEPAs)
and other prevention efforts with FEPAs and Native-American Tribal
Employment Rights Organizations (TEROs), including the
accomplishment of the following GPRA results:

Resolution by FEPAs of approximately 55,000 dual-filed charges
under contract with EEOC.

Conduct 20 joint outreach programs with FEPAs to educate and
assist small businesses covered by EEOC enforced statutes and
under-served communities and groups.

Federal Sector Enforcement Program

The federal sector enforcement program includes the results
achieved in fair, efficient and effective hearings and appeals
programs; agency reviews of federal agency compliance with
regulations covering the federal program; and prevention programs
to serve our employer and employee constituencies in the federal
government. A total of $27.6 million will be dedicated to the
federal sector enforcement and prevention programs in fiscal year
2002. The prevention program is described in Section III,
Prevention of Employment Discrimination.

Resources requested for fiscal year 2002 will fund the
accomplishment of the following GPRA results in the federal sector
enforcement program:

20% of hearings closed from the oldest group of cases.

Resolve 20% of hearings cases received in fiscal year 2002,
within 180 days.

30% of appeals closures are from the oldest group of cases.

Resolve 20% of appeals cases received in fiscal year 2002,
within 180 days.

Resolve 50% of appeals that involve breach of settlement
agreements and that are filed within the first 3 quarters of fiscal
year 2002, within 180 days.

Resolve 50% of those appeals filed within the first 3 quarters
of fiscal year 2002, alleging non-compliance with an agency's final
action or final decisions within 180 days.

Section II Discussion

The following subsections discuss in further detail EEOC's
budget request and display GPRA measures for fiscal years 2001-2002
for the three program areas covered in Section II: the Private
Sector Comprehensive Enforcement Program, the State and Local
Program and the Federal Sector Comprehensive Enforcement Program.
We have included in Appendix C-4 our
Fiscal Year 2000 Annual Performance Report under the
Government Performance and Results Act of 1993 (GPRA), which
discusses our accomplishments in fiscal year 2000.

B. PRIVATE SECTOR COMPREHENSIVE ENFORCEMENT PROGRAM

Introduction

In the past few years the Commission has introduced initiatives
in the private sector that have resulted in successfully managing
large volumes of charges filed each year, while increasing
beneficiaries of charge resolutions through a nationwide mediation
program and investigator-attorney collaboration to focus resources
on substantive issues. The building blocks of this success are the
Priority Charge Handling Procedures, through which charges are
prioritized based on potential merit; the National Enforcement Plan
(NEP), which establishes agency-wide policy priorities; the
translation of the NEP into Local Enforcement Plans to address
specific needs within each office's geographic area; and the
Comprehensive Enforcement Program.

The Comprehensive Enforcement program (CEP) is designed to
ensure an integrated and strategic approach to the implementation
of the equal employment opportunity laws enforced by the
Commission. This is achieved through collaboration among staff to
carry out outreach, investigative and legal functions and all
phases of enforcement to achieve timely, fair, and efficient
service to the public. The CEP addresses the new reality of the
Commission's complex workload; over 90% of private sector charges
now represent potentially meritorious claims, requiring more
in-depth work and close collaboration between attorneys and
enforcement staff.

Accordingly, our performance measures focus on timely and
quality resolution of charges; they mark our efforts to improve the
efficiency and effectiveness of the private sector enforcement
program through a strategic and coordinated approach.

NOTE

Appendix B-3 shows a diagram illustrating the
private sector Comprehensive Enforcement Program (CEP) concepts and
Appendix B-1 displays a flow chart of the private
sector enforcement process in brief. Our Regulations detailing this
process are published in Title 29 of the Code of Federal
Regulations (C.F.R.) under Part 1601. They are available on the
U.S. Government Printing Office's web site and can be accessed
through EEOC's web site. EEOC's web site is located at http://www.eeoc.gov/ and contains a wealth of
information about the Commission, the laws we enforce and charge
resolution processing procedures. A link on our web site to Part
1601 can be found at http://www.eeoc.gov/regs/index.html.

GPRA Measures

Improve the effectiveness of the private sector enforcement
program, including the use of charge prioritization, mediation and,
where necessary, litigation, by utilizing a comprehensive
enforcement strategy that focuses on National Enforcement Plan
priorities.

Percent of cases litigated during the fiscal year
with investigators assigned.

X

X

X

X

no less than 5%

no less than 5%

Program Highlights

In fiscal year 2000, we exceeded two measures that are continued
into fiscal year 2002 with higher target levels. For example,
targets set for the percentage of charge resolutions benefitting
victims of discrimination (measure 1.1.1.) and the percentage of
cases filed in court involving multiple aggrieved parties or
discriminatory practices (measure 1.1.6.) were exceeded, as shown
above. For more information about our fiscal year 2000 achievements
for these measures and other measures not continued into fiscal
year 2002, see our Fiscal Year 2000 Annual Performance Report,
included with this Budget Request in Appendix C-4.

In addition to the two measures we are continuing, we have added
five others for fiscal years 2001 and 2002 to enhance our emphasis
on several key areas of the Comprehensive Enforcement Program (CEP)
in our private sector enforcement program.

With the successful implementation of the Priority Charge
Handling Procedures (PCHP) and introduction of the CEP in fiscal
year 1999, the Commission has made significant reductions in its
inventory and is now closer to achieving a manageable workload. In
fiscal year 2002, we will continue to focus on inventory reduction;
anticipating a 6% lower inventory over fiscal year 2000 levels-a
projected 31,438 charges by the end of fiscal year 2002, assuming
that EEOC charge receipts and deferrals from Fair Employment
Practices Agencies (FEPAs) are approximately 80,000 and 7,900,
respectively, as projected. (See Table 1 Private
Sector Enforcement Inventory Projections.

Administrative Enforcement

A key timeliness indicator is average
charge processing time. As Figure 1 indicates, we have achieved a steady decline
in our average processing time over the past few years.

For fiscal years 2001 and 2002, we are targeting our efforts on
resolving a substantial number of incoming charges within 180 days
to provide better service to employers and charging parties alike.
To accomplish this, we have established a key measure of timeliness
to resolve within 180 days 60% of the charges filed within the
fiscal year (measure 1.1.2.). Our successful mediation program,
which resolves charges in 96 days, on average, will be an important
element for achieving this measure.

As implementation of the PCHP and the CEP has continued, charges
that lack merit are quickly dismissed and the "B" inventory
(potentially meritorious charges) continues to decline. This trend
has allowed the agency to focus more resources on charges that fall
into the "A" category, i.e. those charges with the greatest
likelihood to have merit. Currently, "A" charges make up close to
40% of EEOC's workload, and we expect the number of "A" charges in
the inventory to continue to increase. Since these charges are more
complex and difficult to resolve, attorneys and investigators are
working collaboratively in the investigation and litigation of "A"
charges. Because more resources will be focused on the "A" charge
inventory as it grows, we are likely to continue to see an increase
in the percentage of charge resolutions benefitting victims of
discrimination-projected at 22% for fiscal year 2002.

The increasing complexity of our workload requires timely
collaboration under the CEP to maintain quality investigative and
legal work. Four new measures for fiscal years 2001 and 2002 will
help ensure that we achieve the maximum collaborative approach
between our staff to properly and efficiently identify and develop
evidence of discrimination for the "A" charges (measures 1.1.3.-5.
and 1.1.7.). These four measures address both the involvement of
attorneys in advising investigators and the involvement of
investigators in litigation when settlement attempts fail.

Both investigators and attorneys benefit from collaboration. For
example, litigation cases provide knowledge and experience to
investigators, giving them a better understanding of the quantity
and quality of evidence necessary to successfully litigate a case.
Measure 1.1.7. is an important addition to our CEP; our staff
working together in a common effort to improve our entire
enforcement program.

Legal Enforcement

An effective litigation program is not only a deterrent to
employment discrimination-helping to support voluntary compliance
with EEO laws- but also motivates successful resolutions through
mediation and other settlement efforts in the administrative
process. EEOC's litigation program continues to focus on cases that
have not been settled, despite numerous attempts, and that meet one
or more of several criteria, including the following:

The issues presented are priorities in the Commission's National
Enforcement Plan, ratified in 1996, such as egregious harassment
based on race, national origin or sex;

Diversity based on the statutes, bases, and issues addressed,
including where there are matters raised that call for
clarification or guidance from EEOC and the courts; and

Geographic distribution of the caseload to provide equity in
access to EEOC legal assistance and provide a presence
nationwide.

With the need to balance resources among program requirements,
the Commission projects a modest increase over the fiscal year 2001
levels in the number of new lawsuits filed during the year and the
total active caseload, which comprises the new lawsuits and all
active cases carried into the current fiscal year. The litigation
caseload projected in fiscal years 2001 and 2002 is shown in Figure
3, Active Litigation Caseload. These estimates
adjust those provided in last year's Budget Request, based on
actual results for fiscal year 2000. For example, we filed fewer
new cases and settled more lawsuits than we projected. As a result,
we carried fewer cases into fiscal year 2001, and will have fewer
cases in the total active caseload throughout the year.

We project that 400 lawsuits will be filed during fiscal year
2002, over 5% more than our estimate of 380 lawsuits during fiscal
year 2001. In addition, we are projecting that our total active
caseload for fiscal year 2002 will grow almost 6% to 892 cases from
the projected 842 cases in our active caseload in fiscal year 2001.
(See Figure 2, Types of Lawsuits Filed.) We
expect to achieve our goal that 36% of the cases filed will involve
multiple aggrieved parties or discriminatory policies, which is a
cost-effective approach to resolving multiple charges and issues
affecting numerous individuals. These cases consolidate allegations
against the same employer, providing an expedited and coherent
approach to their resolution.

* The pending charges at the beginning of fiscal year
2000 was adjusted from the 40,234 charges stated as pending at the
end of fiscal year 1999 to reflect refinements in charge process
reports. Tables may not add due to rounding.

** Receipts for fiscal year 2000 were nearly 1,000 more
than projected, and are expected to increase modestly in fiscal
year 2001 and remain the same in fiscal year 2002.

FIGURE 2
Types of Lawsuits Filed
Fiscal Years 2000 - 2002

FY 2000 (actual)

FY 2001 (est.)

FY 2002 (est.)

TOTAL ACTIVE CASELOAD

866

842

892

Total Substantive Lawsuits Filed

292

380

400

Individual Substantive Lawsuits

187

243

256

Multiple Parties/Disc. Policies

105

137

144

FIGURE 3
Active Litigation Caseload
FY 2000 - 2002

FY 2000 (actual)

FY 2001 (est.)

FY 2002 (est.)

Cases Carried Into FY

574

462

492

New Cases Filed in FY

292

380

400

TOTAL ACTIVE CASELOAD

866

842

892

Cases Resolved in FY

404

350

400

C. STATE AND LOCAL PROGRAM

Introduction

EEOC's fiscal year 2002 Budget Request includes $30.0 million
for the State and Local Program. The Commission has developed
strong partnerships with the many state and local Fair Employment
Practices Agencies (FEPAs) and Native-American Tribal Employment
Rights Organizations (TEROs) we have worked with over the years.
Our work-sharing agreements and other activities have benefitted
the employer and employee community by coordinating charges
dual-filed under state or local law and federal law, where
appropriate, providing training on investigative and legal issues,
and conducting joint activities, such as outreach. In fiscal year
2001, the EEOC is contracting with 92 FEPAs to resolve dual-filed
charges. This arrangement prevents duplication of effort and
streamlines the charge resolution process. In fiscal year 2001, the
Commission also is contracting with 64 TEROs to promote employment
opportunity on Indian reservations. Our collaborative efforts have
helped advance equal employment opportunity nationwide.

The number of joint outreach programs conducted
with FEPAs to educate and assist small businesses covered by EEOC
enforced statutes and under-served communities and groups.

X

X

X

X

20

20

Program Highlights

We exceeded our fiscal year 2000 measures for the state and
local program and intend to continue them into fiscal year 2002
(measures 1.3.1. and 1.3.2.). Our Fiscal Year 2000 Annual
Performance Report, provided in Appendix C-4,
describes our fiscal year 2000 achievements for these measures.

For fiscal years 2001 and 2002, we modified the measure related
to training FEPAs and TEROs (measure 1.3.1.) and added another
addressing joint outreach programs (measure 1.3.3.) to leverage the
contacts and expertise of selected FEPAs and EEOC to more
effectively meet the needs of an increasingly diverse workforce and
small businesses, which have the fewest resources to understand and
implement federal, state and local equal employment opportunity
laws. These performance measures will continue to strengthen our
partnerships with the FEPAs and TEROs. We will continue our
training, technical assistance and contractual efforts with the
FEPAs and the TEROs. We will also provide technology enhancements
to improve the efficiency and effectiveness of FEPA charge
resolution processing procedures, which is a continuation of an
initiative we began in fiscal year 1999. With the completion of a
multi-year computer upgrade process for the FEPAs in fiscal year
2001, and ongoing technical support services, we will continue to
provide FEPAs with technology needed for reporting the dual-filed
charge activity.

With $30.0 million for the State and Local Program in fiscal
year 2002, EEOC will:

Contract with our FEPA partners to resolve approximately 55,000
charges.

Contract with our TERO partners for various enforcement
activities.

Continue to provide training to the FEPAs and TEROs.

Conduct 20 joint outreach programs with the FEPAs for small
businesses and under-served communities and groups.

Continue to support FEPA technology needs for reporting charge
intake, processing and resolutions.

Identify the next generation of needs for effective data
collection and reporting.

Table 2 summarizes the actual and projected State and Local
Program funding, workload and results for fiscal years
2000-2002:

TABLE 2
Workload Projections and Funding

WORKLOAD

FY 2000ACTUAL

FY 2001ESTIMATE

FY 2002ESTIMATE

Charges/Complaints Pending

73,867

68,284

62,701

Charges/Complaints Received

58,091

58,091

58,091

Charges/Complaints Resolved

55,785

55,785

55,785

Charges/Complaints Deferred to EEOC

7,889

7,889

7,889

Charges/Complaints Forwarded

68,284

62,701

57,118

Months of Inventory

12.9

11.8

10.8

FUNDING INFORMATION

Contract Credit Amount Per Closure

$500

$500

$500

Resolved Under Contract

53,683

55,535

55,535

Total Amount for Contract Credits

$26,841,500

$27,767,500

$27,767,500

TERO Funding

$1,600,000

$1,600,000

$1,600,000

Other State and Local Costs

$448,500

$566,500

$632,500

TOTAL FUNDING LEVEL

$28,890,000

$29,934,000

$30,000,000

D. FEDERAL SECTOR COMPREHENSIVE ENFORCEMENT PROGRAM

Introduction

The Commission's role in enforcing equal employment opportunity
laws in the federal sector differs from its role in the private
sector. In contrast to the private sector program, where EEOC
conducts all activities from prevention through litigation, in the
federal sector an individual files a complaint with his/her own
agency and can request a hearing at the EEOC after 180 days. Both
individuals and federal agencies can file appeals with the EEOC
and, when complainants are dissatisfied with the outcome, they may
file their own lawsuit in federal court. However, EEOC's decisions
are binding on federal agencies.

As is the case in the private sector program, the EEOC
establishes policies to implement equal opportunity laws and
conducts outreach, technical assistance and training activities to
prevent or correct discriminatory practices. In the federal sector
program, the EEOC also carries out its oversight responsibilities
through a unique activity called "on-site reviews," for which
visits are made to selected federal agency locations and, where
areas of concern are identified, agency managers are advised on
appropriate corrective actions.

First introduced in fiscal year 1999, the Comprehensive
Enforcement Program (CEP) continues to be a primary focus for
improving the federal sector process at the Commission. Under the
CEP, we have reached out to more employee and employer stakeholders
as part of our "citizen-centered" approach; provided more technical
assistance; conducted more strategically focused onsite reviews;
and stemmed the growth of the hearings and appellate inventories.
By linking the hearings and appeals programs with strong oversight,
technical assistance and educational initiatives, the Commission is
strategically focusing its resources on achieving measurable
results and identifying and eliminating the root causes of
discrimination in the federal sector.

Our federal sector accomplishments for fiscal year 2000
demonstrate that the initiatives and reforms EEOC began in1999 are
contributing to the goal of the federal government as a model
employer. With a modest increase in staff dedicated to this program
in fiscal year 2001, and maintained with the budget request for
fiscal year 2002, we have added measures to continue our
accomplishments in this program.

NOTE

Appendix B-3 shows a diagram illustrating the
federal sector Comprehensive Enforcement Program (CEP) concepts and
Appendix B-2 displays a flow chart of the federal
sector enforcement process in brief. Our Regulations detailing this
process are published in Title 29 of the Code of Federal
Regulations (C.F.R.) under Part 1614. They are available on the
U.S. Government Printing Office's web site and can be accessed
through EEOC's web site. EEOC's web site is located at http://www.eeoc.gov and contains a wealth of
information about the Commission, the laws we enforce and federal
complaint processing procedures. A link on our web site to Part
1614 can be found at http://www.eeoc.gov/federal/regulations.html.

GPRA Measures

Enhance the effectiveness of the federal sector program by
utilizing a comprehensive enforcement strategy.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

1.2.1.

Percent of closed Hearings cases over 180 days
old.

X

X

5% reduction of cases over 180 days old at
beginning of FY2000.

6.8% reduction.

20% of closures are 360-days old and older.

20% of closures are 360-days old and older.

1.2.2.

Percent of Hearings cases resolved within 180
days.

X

X

X

X

20% of cases received in FY2001.

20% of cases received in FY2002.

1.2.3.

Percent of closed Appeals cases 500-days old or
older.

X

X

20%

33%

30%

30%

1.2.4.

Percent of Appeals cases resolved within 180
days.

X

X

10% of cases received in FY2000.

21.9%

20% of cases received in FY2001.

20% of cases received in FY2002.

1.2.5.

Percent of Appeals resolved within 180 days
involving breach of settlement agreements filed within the first 3
quarters of the fiscal year.

X

X

X

X

50%

50%

1.2.6.

Percent of Appeals resolved within 180 days
alleging non-compliance with an agency's final action or final
decision filed within the first 3 quarters of the fiscal year.

X

X

X

X

50%

50%

Program Highlights

We exceeded all of the fiscal year 2000 measures and will build
on our accomplishments in fiscal year 2002. As the results indicate
above, we exceeded all of our targets for fiscal year 2000,
resolving a greater percentage of hearings over 180 days old
(measure 1.2.1.), closing a greater percentage of appeals cases
over 500 days old (measure 1.2.3.), and resolving a greater
percentage of appeals cases within 180 days (measure 1.2.4.). We
are continuing these measures in fiscal years 2001 and 2002. A more
complete description of our fiscal year 2000 achievements for these
measures, and others not continued into fiscal year 2002, are in
our Fiscal Year 2000 Annual Performance Report included with this
Budget Request in Appendix C-4.

For fiscal years 2001 and 2002, we have adopted additional
measures that will improve the timeliness of service in the
hearings and appeals programs. The federal Comprehensive
Enforcement Program (CEP) provides a framework for implementing new
regulations in 29 C.F.R. Part 1614, which streamlines procedures
governing the discrimination complaint process for federal
employees. The revised regulations have improved the complaint
processing system by eliminating unnecessary layers of review,
utilizing alternative dispute resolution (ADR) throughout the
process, and addressing perceptions of unfairness in the
system.

Hearings Program

The revised federal sector regulations, implemented in
November 1999, expanded the role of administrative judges in
the complaint process, permitting them to consolidate all
complaints by the same party and gather additional information to
fill gaps in the record. As a result of the new regulatory
provisions, the hearing process is more equitable for the parties
and the record developed before an administrative judge is more
impartial and complete. By fiscal year 2002, the administrative
judges' hearings manual will be developed establishing quality
standards under the federal sector Comprehensive Enforcement
Program (CEP) in the future.

Our Hearings measures (see 1.2.1. and 1.2.2.) balance the use of
agency resources to address new hearing requests in a timely
fashion while simultaneously resolving a share of older cases in
the hearings inventory. This approach to inventory management
controls growth in the age of the inventory, while resolving a
portion of the cases within 180 days. Our goal is to increase
closures of older cases and resolve more new cases in the
future.

Table 3, Hearings Workload Projections for FY2002,
shows that while the impact of the revised regulations and
the consolidation efforts have had a positive impact on the number
of requests we are receiving for hearings, we anticipate a 9%
decrease in the number of hearings resolved from 10,183 in fiscal
year 2000 to 9,305 in fiscal year 2001, due to the new, multiple
tasks performed under the revised regulations, and the lag time in
getting new staff on board this fiscal year. EEOC maintained a
freeze on hiring through fiscal year 2000 and into the second
quarter of fiscal year 2001-our appropriation was not received
until the end of the first quarter.

With increases to base requested to maintain staff dedicated to
this program in fiscal year 2002, EEOC will achieve its GPRA
measures and significantly increase the number of hearings
resolved, reducing the months of inventory from 13.4 to 9.0, which
translates into more timely service to our customers. As EEOC
continues to reduce the hearings inventory, we expect other federal
agencies will apply provisions of the Part 1614 regulations
controlling their workload. For example, the regulations require
each agency to avoid fragmentation of complaints by the same party,
eliminate spin-off complaints, and adopt effective ADR programs to
resolve disputes early. We have found that Alternative Dispute
Resolution (ADR) techniques can reduce the number of formal
complaints and requests for hearings. To expand the use of ADR in
fiscal year 2002, we intend to use mediation to resolve hearings
cases in EEOC's offices, refer cases to agency ADR programs, such
as the Postal Service's REDRESS II program, use volunteer mediators
available through local bar associations or the Federal Executive
Board, and explore other ways to use ADR mechanisms to resolve
cases more expeditiously.

Accurate and timely information is vital if we expect to
efficiently manage our program and curtail the growth in the
Hearings inventory, as well as further implement the federal sector
CEP concepts. Improvements in our computerized data systems will
assist our efforts to provide senior managers with more accurate
and timely information. (See technology discussion in Section
IV.D.)

APPEALS PROGRAM

In the 1990s, the agency witnessed an expanding federal sector
workload and an increase in the average age of cases reaching the
hearings and appeals stages. A General Accounting Office Report
(GAO/GCD-98-167BR) acknowledged these results and raised concerns
that they would continue to worsen unless measures were adopted to
stem their growth. In fiscal year 2000, we closely monitored the
appellate case process and adjusted priorities, which has begun to
reverse the trend in increases to our appeals inventory and our
average processing time, which peaked at 473 days in fiscal year
1998 and declined to 420 days in fiscal year 2000. These management
actions and reforms to our federal sector program contributed, in
part, to enhanced benefits for our stakeholders. We will continue
these efforts in fiscal year 2002, to make the appellate process
even more efficient and effective.

The Federal Appellate Inventory Review (FAIR) Project,
implemented at the beginning of fiscal year 2001, is a key project
that already has enabled the Commission to gain an accurate
assessment of its appellate inventory. We expect FAIR to decrease
the average processing time of appeals, expedite the consolidation
of appeals from the same complainant to minimize the fragmentation
of claims, subject all appeals to an early initial attorney review
to assess the nature of the issues and prioritize the appeal, and
compile an appellate case record in a more efficient, timely and
accurate manner.

FAIR was designed, in part, in response to feedback from the
Commission's federal sector stakeholders. In fiscal year 2000,
federal SECTOR program staff conducted a series of town hall
meetings in four different cities nationwide with employees and
other stakeholders interested in the federal sector EEO process.
Also, they met periodically with federal agency representatives and
members of the bar. As a result of the suggestions and feedback
received, the Commission implemented the FAIR Project.

The new provisions of the Part 1614 regulations are critical for
the successful implementation of the federal sector CEP and the
accomplishment of our measures in fiscal year 2002. Table 4, below,
illustrates the anticipated effect of these regulations on the
appellate inventory. The Commission halted the growth of the
appeals inventory in fiscal year 2000, the first reduction since
implementation of the original Part 1614 regulations in 1992. In
fiscal year 2002, the Commission projects that it will reduce the
pending appeals inventory to 7.6 months.

Under the federal sector CEP, many of our appellate activities
will enhance the design of our outreach, education and technical
assistance programs in the federal sector. The same information
will also be used to assist in the selection and design of onsite
reviews. This synergy in our programs will optimize the use of our
resources and help us deliver better information and assistance to
our stakeholders.

Also, the Commission is exploring more and better ways to use
technology to make its appellate program more effective and
efficient and further stem the growth of the appellate inventory. A
prime example of our use of technology was a pilot program we
initiated in fiscal year 2000 with the Defense Logistics Agency.
When an administrative appeal is filed, DLA electronically
transfers the complaint files to the Commission. In fiscal year
2002, we will expand this approach to other federal agencies.

Section III
PREVENTION OF EMPLOYMENT DISCRIMINATION

The agency's Prevention effort is a key component of the
Commission's enforcement strategy. Activities carried out under the
agency's outreach, education and technical assistance function are
financed with the $233.4 million provided under the Comprehensive
Enforcement Program. Prevention of employment
discrimination includes outreach, education, and technical
assistance to employees and employers in both the private and
federal sector.

With the resources requested for fiscal year 2002, EEOC will
engage in prevention activities aimed at accomplishing its GPRA
measures. The following activities will focus on employers

Section III Discussion

The following subsections discuss the budget request in further
detail and provide the fiscal year 2002 GPRA measures for the two
program areas covered in Section III: Outreach, Education and
Technical Assistance to Employers and to Employees. We have
included in Appendix C-4, EEOC's Fiscal
Year 2000 Annual Performance Report under the Government
Performance and Results Act of 1993 (GPRA) describing
accomplishments in fiscal year 2000.

B. OUTREACH, EDUCATION AND TECHNICAL ASSISTANCE TO
EMPLOYERS

Introduction

The Commission believes that the preferred method to eradicate
employment discrimination from the work place is to prevent it from
happening in the first place. We have a statutory mandate to
provide education, outreach and technical assistance to our various
stakeholders to facilitate voluntary compliance with the laws we
enforce. The outreach, education and technical assistance programs
are key components of the Commission's enforcement strategy.

The Comprehensive Enforcement Plan (CEP) requires a strategic
and coordinated approach to outreach, education and technical
assistance activities. Enforcement and legal staff jointly and
actively participate in outreach and educational activities. Their
collaboration strategically links the agency's resources to ensure
that prevention activities are more comprehensive, user friendly
and of high technical quality, resulting in the delivery of fair,
effective and efficient service to the public. We provide education
and technical assistance to a broad range of stakeholders on EEOC's
interpretations of the laws we enforce, and on how we carry out our
enforcement responsibilities. These activities benefit our
stakeholders, but they also provide valuable input on improving our
processes and providing better service to the public.

The CEP also requires a coordinated approach to outreach,
education and technical assistance in the field and at
headquarters. In fiscal year 2002, we will identify trends across
offices and opportunities for regional and national outreach
programs. In addition, we will continue to implement the three-year
Outreach Plan, which was developed in 1999 to ensure a coordinated
approach between the primary EEOC programs having responsibilities
for the agency's outreach, education and technical assistance
activities.

GPRA Measures

STRATEGIC GOAL 2

Promote Equal Opportunity in Employment Through
Education and Technical Assistance.

Strategic Objective 2.1.

Encourage and facilitate voluntary compliance with equal
employment opportunity laws among employers and employer groups in
the private and federal sectors.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

2.1.1.

The number of consultations with employer
stakeholders on operational and legal issues.

500

1,232

1,200

1,213

1,200

1,200

2.1.2.

The number of representatives of private sector and
federal sector employers attending technical assistance
activities, other than Revolving Fund activities.

10,000

46,500

At least 46,500

49,766

50,000

50,000

2.1.3.

The number of outreach events provided to
employers to encourage participation in EEOC's mediation
program.

X

X

X

X

250

250

2.1.4.

The number of small employers with
approximately 15-99 employees provided EEOC's education and
information materials, as part of a special outreach
initiative.

X

X

X

X

5,000

5,000

2.1.5.

This measure is for Revolving Fund
activities and is reported in Section V, Education, Technical
Assistance and Training Revolving Fund.

2.1.6.

Develop and implement an outreach plan for fiscal
years 2000-2002 to provide education and technical assistance and
to proactively distribute EEOC's education and information
materials to small private sector employers and to federal
sector employers.

Develop plan.

Plan developed

Implement plan activities for FY2000.

Implemented FY2000 activities.

Implement plan activities for FY2001.

Implement plan activities for FY2002.

2.1.7.

The number of outreach, education, or other
technical assistance activities conducted to assist federal
agencies make EEO program improvements, including
establishing alternative dispute resolution (ADR) programs
throughout the EEO process.

X

X

X

X

At least 120

At least 120

2.1.8.

The number of on-site evaluations of federal agency
EEO programs conducted.

X

X

14

20

20

20

Program Highlights

We exceeded our ambitious fiscal year 2000 targets for our
outreach, education and technical assistance efforts to the
private- and federal sector employer communities (measures 2.1.1.,
2.1.2., 2.1.5., 2.1.6. and 2.1.8.). Our Fiscal Year 2000 Annual
Performance Report accompanying this Budget Request in Appendix
C-4 gives a complete description of these
achievements. Our efforts in the past few years have accomplished
many of our initial goals to reach out more to our various
stakeholders. For fiscal years 2001 and 2002, we will focus some of
our prevention resources on specific activities and audiences in
the expectation that we can further enhance our prevention
programs. We have added several new measures and balanced our
limited resources in establishing our target values among all of
our measures.

In fiscal year 2002, the Commission will continue to expand and
diversify its proactive outreach efforts aimed at the employer
community. Prior to fiscal year 2000, EEOC's non-fee outreach
efforts to employers focused primarily on consultations with
employers and technical assistance events on legal and operational
issues. EEOC will continue these efforts in fiscal year 2002. We
will continue to consult with a significant number of our employer
stakeholders on operational and legal issues (measure 2.1.1.),
continue to provide technical assistance to private sector and
federal sector employers and employer representatives, including
small to mid-sized businesses (measure 2.1.2.), and continue to
conduct fee-based training for employers under the Revolving Fund
(measure 2.1.5.). [The Revolving Fund is discussed separately
in Section V.]

Beginning in fiscal year 2000, however, we started to redirect
some of our outreach efforts towards several new agency-initiated
activities. As a result of a series of meetings and dialogues
initiated by the Chairwoman, we learned that employers and
businesses wanted the agency to expand its voluntary mediation
program and provide greater availability of public information
materials. In fiscal year 2001, we added two new measures to
address these issues and will continue both of them in fiscal year
2002. We will conduct outreach events specifically aimed at
increasing employer participation in EEOC's mediation program
(measure 2.1.3.).

The mediation program has been a tremendous success. In fiscal
year 2000, we resolved 7,438 charges through mediation and obtained
$108.4 million in monetary benefits. The program achieved a
settlement success rate of 65%, and resolved charges in 96 days on
average. For those appropriate charges eligible for mediation in
fiscal year 2000, 81% of the charging parties chose to participate
in mediation, while only 31% of the employers chose to participate.
While the employer rate has risen since the expanded mediation
program was launched in fiscal year 1999, it remains substantially
lower than the employee participation rate. This is one aspect of
the program that we want to improve. We are hopeful that expanded
outreach focusing on the benefits of mediation will increase
employer participation in our program.

EEOC is also expanding the availability of, and access to,
informational materials on EEOC laws and procedures. We will
continue a measure initiated in fiscal year 2001 focusing on
providing our education and information materials to small
employers with only approximately 15-99 employees (measure 2.1.4.).
Employers of this size typically do not have human resources or
legal staff to help them understand their obligations, or effective
techniques, to provide a discrimination-free workplace. In
addition, this measure supports our Small Business Initiative. The
Initiative promotes voluntary compliance in the small and mid-sized
employer community by building a more cooperative and collaborative
relationship, and addressing concerns expressed by, these key
stakeholders.

Federal agencies are another important employer community. The
EEOC is a part of this community as well as a vital source for
education and technical assistance to other federal agencies to
foster discrimination-free workplaces throughout the federal
government and make it a model employer for Equal Employment
Opportunity (EEO). Outreach, education, and technical
assistance programs have a primary role in the Commission's federal
sector Comprehensive Enforcement Program (CEP). Our federal sector
program is proactive in its outreach efforts to prevent
discrimination and make the federal EEO process fairer and more
efficient and effective for both federal agencies and employees.
The number of formal complaints filed can be reduced if the
Commission better educates federal employees and agencies so that
they understand their rights and responsibilities. EEOC fulfills
its outreach, education and technical assistance role in several
ways.

An important tool for fostering discrimination-free federal
sector workplaces and carrying out EEO oversight functions is to
use onsite visits as part of a comprehensive, strategic enforcement
approach. Onsite reviews are conducted for several reasons. We
identify and address underlying problems that lead to complaints of
employment discrimination. We identify barriers to equal employment
opportunities for minorities, women, and people with disabilities
and provide advice and assistance to help agencies eliminate them.
Finally, we determine if agencies are in compliance with the
Commission's affirmative employment and EEO complaints processing
requirements. In fiscal year 2001, we are developing guidance to
assist EEOC's staff to conduct onsite reviews. The guidance and its
specific criteria establish a uniform approach to improve the
quality to enhance EEO programs.

Under our federal sector CEP, we are reviewing all sources of
information to select agencies for onsite reviews, including
potential problems identified in complaints in our hearings or
appeals cases and information obtained in our outreach contacts
with stakeholder groups, where appropriate. Technical assistance is
offered and follow-up visits are scheduled after onsite reviews to
ensure that agencies comply with our recommendations.

We will conduct at least 20 comprehensive or limited onsite
reviews of federal agency operations In fiscal year 2002 (measure
2.1.8.).

Another way we foster discrimination-free workplaces, and
successfully implement the federal- sector CEP initiative, is to
support the new Alternative Dispute Resolution (ADR) provisions in
EEOC's Part 1614 federal regulations. ADR is an effective tool for
resolving disputes early in the EEO process at federal agencies
and, ultimately, reducing EEOC's hearings and appeals workload. The
Commission's new regulations require that all federal agencies
provide an ADR program designed to fit the agency's unique
circumstances. Although the Commission has used a variety of
approaches in the past to help agencies develop these programs, it
has introduced a new measure in fiscal year 2001 and 2002 to
initiate additional efforts to provide in-depth ADR technical
assistance to federal agencies currently developing or implementing
an ADR program (measure 2.1.7.).

The Commission will ensure that its guiding principles for
effective ADR programs and the requirements of the Commission's
regulations are properly reflected in federal agencies' ADR
programs. EEOC staff will continue to be available for
consultations to assist agencies implement their programs. In
addition, in fiscal year 2002 we will continue our successful
Federal sector Mediation Services Pilot Program to provide
mediation services for small agencies with limited resources.

In fiscal year 2002, we will maintain and update the
Commission's web site to provide information and links to other web
sites and resources about ADR and other EEO areas (for example,
EEOC's Management Directive-110 on the EEO process and procedures,
its quarterly EEO Digest, and various fact sheets and questions and
answers on the 1614 regulations). In particular, we will continue
to maintain and update the Commission's federal sector decisions on
its web site. Our web site, and links to other resources, provide
public access to a wealth of federal sector informational materials
on employment discrimination and federal EEO procedures previously
available only through paid legal research services.

The Commission also will conduct semi-annual briefings for
federal agency EEO Directors on federal sector developments and
will conduct semi-annual meetings for stakeholders to announce
federal sector initiatives and provide guidance on federal sector
processing issues. In addition, we will conduct Town Hall
Meeting(s) at regional locations and/or headquarters to provide
opportunities for public input and feedback to federal sector
policy makers. Our headquarters and field office staffs will
continue speaking before federal sector employers and employee
stakeholder groups and participating in no cost outreach and
educational activities for employer and/or employee
stakeholders.

Finally, the Commission is forging ahead with important
technological projects, which will have an enormous impact on the
Commission's training efforts. One of these projects is a
computer-based training (CBT) approach on the revised federal
sector regulations Part 1614. The CBT provides information indexing
and testing on the regulations. We are starting to distribute the
CBT during fiscal year 2001 and will continue to disseminate it to
federal agency EEO staff and employer/employee stakeholders in
fiscal year 2002.

C. OUTREACH, EDUCATION AND TECHNICAL ASSISTANCE
TO EMPLOYEES

Introduction

EEOC will continue to expand and diversify its outreach efforts
to the employee community, as we have done with the employer
community. We have significantly enhanced our outreach, education
and technical assistance efforts under the Commission's
Comprehensive Enforcement Program (CEP) in both the private sector
and the federal sector to reach under-served groups and
communities. An important part of our commitment to prevent
workplace discrimination is to provide information to employees
about their rights to a discrimination-free workplace and how to
protect those rights. Eliminating discrimination from the workplace
benefits all segments of our society and supports our economic
well-being. The Commission's efforts to provide outreach, education
and technical assistance on an equal basis to the employer
and employee community will help bring that vision to
fruition.

GPRA Measures

STRATEGIC GOAL 2

Promote Equal Opportunity in Employment Through
Education and Technical Assistance.

Strategic Objective 2.2.

Increase knowledge about individual rights under equal
employment opportunity laws among the public and employee
groups.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

2.2.1.

The number of consultations with employee
stakeholders on operational and legal issues.

500

1,533

1,200

3,918

3,900

3,900

2.2.2.

The number of employees and employee
representatives provided EEOC's education and information
materials, including representatives from under-served groups or
communities.

X

X

X

X

30,000

30,000

2.2.3.

Develop and implement an outreach plan for fiscal
years 2000-2002 to inform under-served constituencies of
their rights, and to proactively distribute EEOC's educational and
informational materials to employee stakeholders.

Develop plan.

Plan developed.

Implement plan activities for FY2000.

Implemented FY2000 activities.

Implement plan activities for FY2001.

Implement plan activities for FY2002.

2.2.4.

The number of additional EEOC publications most
frequently requested in an alternate format and translated and
available in 7 alternate languages (Spanish, Haitian/Creole,
Vietnamese, Russian, Korean, Arabic and Chinese).

X

X

X

X

Initiate efforts to make 15 publications
available by the end of FY2002.

Make 15 publications available by the end of
FY2002.

2.2.5.

Make information about employment discrimination
and the federal EEO procedures available for the approximately 2
million federal employees, using the EEOC's web site and
other innovative means.

Materials and assistance provided for those
identified in FY2000 and FY2001.

Program Highlights

We were very successful in our outreach, education and technical
assistance efforts to private and federal sector employee
communities. We met or exceeded our ambitious fiscal year 2000
measures (measures 2.2.1. and 2.2.3.). Our Fiscal Year 2000
Annual Performance Report in Appendix C-4
provides a description of our achievements during the past fiscal
year.

In fiscal year 2000, the Commission implemented several
initiatives which are largely responsible for the substantial
increase in consultations with employee stakeholders. For example,
the agency conducted outreach, education and technical assistance
activities designed to improve access to, and participation in,
EEOC programs under the government-wide Asian American and
Pacific Islander Initiative. We will continue efforts to
improve Asian Americans and Pacific Islanders' access to, and
participation in, EEOC's programs.

During fiscal year 2002, EEOC's National Origin and
Low Wage Earners Task Forces will provide outreach and
education on issues affecting national origin communities and low
wage earners (immigrants, workers along the border and farm
laborers).

Eight district offices with jurisdictions containing large
national origin communities participate in the National Origin
Task Force, an internal working group created by EEOC in
fiscal year 1999. In fiscal year 2002 in collaboration with
community groups, these offices will expand outreach and education
programs at the grassroots level in their offices' communities with
large national origin populations-particularly focusing on outreach
programs for communities with recent immigrant and refugee
populations-to increase awareness of their legal rights, including
prohibitions against language and accent discrimination.

Offices participating in the Low Wage Earners Task
Force, another intra-agency group created in fiscal year 1999,
will provide outreach to immigrant workers along the border and
farm laborers. We will build upon a network of stakeholder
representatives and contacts who can identify issues of concern to
the low wage earner population and provide information and
education to this community. Our offices will closely coordinate
with federal, state and local government agencies with similar
jurisdictional responsibilities.

The Commission had a banner year from all of these initiatives
and other efforts, resulting in an unexpectantly high number of
consultations in fiscal year 2000 (measure 2.2.1.). Also, we are
continuing to implement the specific activities contained in our
outreach plan developed in fiscal year 1999 (measure 2.2.3.).

After assessing its outreach, education and technical assistance
measures and target values and the fiscal year 2000 results
achieved for employee groups and the public, the Commission decided
to add further measures and to continue the previous measures as
well, making appropriate adjustments to target values to account
for the added measures. The four new measures added in fiscal
year 2001, and continuing into fiscal year 2002, aim to better
serve and expand outreach to private- and federal-sector employees,
and under-served communities. These measures focus on increasing
access to EEOC information and education materials, which is
paramount to the Commission's ability to reach its
constituents.

One added measure seeks to provide education and information
materials to 30,000 employees, including under-served groups or
communities. This effort will increase awareness of employees
rights, employers responsibilities and EEOC's enforcement authority
(measure 2.2.2.). Also, to strengthen efforts to reach under-served
communities, a measure was added to make 15 of EEOC's most
frequently requested publications available in an alternative
format and in seven different languages-Spanish, Haitian/Creole,
Vietnamese, Russian, Korean, Arabic and Chinese (measure 2.2.4.).
Finally, two measures were added to inform federal employees about
employment discrimination and provide assistance to those federal
employee groups identified in an earlier initiative in fiscal year
2000 (measures 2.2.5. and 2.2.6.).

All of the Commission's measures under Strategic Objective 2.2,
taken together, strengthen its ability to reach its constituents
through a broad spectrum of outreach, education and technical
assistance activities. Established target levels allow EEOC to
effectively deliver services to each segment of the employee
community and under-served groups, balancing its resources among
many competing demands and other strategic measures.

Section IV
IMPROVING SERVICE TO THE PUBLIC THROUGH EXECUTIVE DIRECTION
AND SUPPORT, INCLUDING TECHNOLOGY

A. HIGHLIGHTS OF FY2002 BUDGET REQUEST FOR IMPROVING SERVICE TO THE PUBLIC
THROUGH EXECUTIVE DIRECTION AND SUPPORT, INCLUDING TECHNOLOGY

This component of the agency's program budget structure includes
the Commissioners and supporting administrative and policy guidance
staff, information technology resources to support agency programs
nationwide, financial and human resource management, GPRA planning
and analytical functions, publications and public information, and
the Office of Inspector General.

The budget request includes $47 million for Executive Direction
and support functions, of which the major component is information
technology. Consistent with the Administration's management
improvement objectives and the agency's Five-Year Technology
Strategic Plan (see Figure 4), in fiscal year 2002, EEOC will
continue its commitment to deploy management information systems
that ensure financial integrity and cost-efficient utilization of
human and other resources to achieve program results.

With the resources requested for fiscal year 2002, EEOC
will:

Transition to a widely used and reliable financial management
system since the current system is not longer supported by the
system developer. The new system will support the Administration's
management reform efforts to (1) optimize use of electronic
transmission of postings and responses to procure goods and
services; and (2) ensure timely and accurate payments to
vendors.

Transition to a new payroll and human resources management
system; to replace the current system that is obsolete and will no
longer be supported by GSA/Air Force after fiscal year 2001.

Pilot several components of the new Integrated Mission System, a
comprehensive program/mission information management system to
replace a number of antiquated systems, including the private
sector Charge Data System, which is almost 20 years old.

Conduct Quality Peer Reviews of the outreach and initial contact
phases of our private sector program in 10% (5) of the agency's
field offices, and continue development of the program for
subsequent phases of our work, such as investigation. QPR is
essential to implement the program evaluation requirements of the
GPRA, and involves sampling of transactions to review them for
conformance with quality standards, and documentation of exemplary
practices for application in other offices, creating a continuous
learning network.

Pilot, in five federal agencies, the electronic transmission of
annual reports on federal sector EEO complaints.

Conduct an OMB Circular A-76 review of a FAIR Act Inventory
activity representing at least 5% of the FTEs on the most recent
Inventory.

Maintain staffing levels required to meet program goals by
filling vacancies promptly, using a standard of six weeks from
requests to fill vacancies until a certificate of eligible
applicants is provided to selecting officials.

Section IV Discussion

The following subsections discuss on our budget request in
further detail and provide the fiscal year 2002 GPRA measures for
the three support areas covered in Section IV: Enhance Staff
Effectiveness, Policy Direction and Guidance, and Instill a
Knowledge Base and Maintain Technological Competency. We have
included in Appendix C-4 our Fiscal
Year 2000 Annual Performance Report under the Government
Performance and Results Act of 1993 (GPRA) describing our
accomplishments in fiscal year 2000.

B. ENHANCE STAFF EFFECTIVENESS

Introduction

EEOC is committed to maintaining a competent staff that can
deliver fair and effective service to each of our constituencies.
To meet this goal, EEOC is focusing on innovative means for
continuous improvement of staff skills, such as using
technology-based self-paced training modules that can be delivered
through the agency's Wide Area Network (WAN), and building
continuing learning networks through Quality Peer Review. The
following factors will impact EEOC's efforts:

With reduction of the private sector inventory, charges are
addressed sooner after the alleged discrimination has occurred and
events are fresher in people's minds. Coupled with stronger
collaboration between attorneys and investigators, the result has
been that an increasing share, now some 40%, of the charge
inventory represent cases considered to be highly meritorious.
These cases require more thorough investigations, requiring greater
skill by investigative staff.

The nature of the agency's work is more complex than ever
before. Since the agency's inception over 35 years ago, additional
employment discrimination legislation addressing complex age and
disability issues has been passed, resulting in the need for
on-going training to inform staff of developments relating to
application of five different statutes.

In the Federal Sector Program, new regulations implemented in
the fall of 1999 have increased the complexity of responsibilities
of attorneys who conduct hearing and respond to appeals, giving
them authority to consolidate complaints, fill information gaps,
and issue final decisions. In addition, implementation of the
Federal Sector Comprehensive Enforcement Program, which requires
integration of separate functions to tap the expertise of all staff
in preventive and corrective activities, has increased the
complexity of the work.

GPRA Measures

STRATEGIC GOAL 3

Enhance Agency Effectiveness to Achieve our Mission and
Strategic Goals by Providing Executive Direction and Support and
Building Institutional Knowledge.

The number of training prototypes developed from
approaches identified for technology-based learning.

X

X

X

X

Identify tech-based learning approaches.

Develop at least one prototype.

3.1.3.

The number of training videos prepared on recently
adopted Commission guidance and distributed for EEOC
employees.

X

X

X

X

2

2

3.1.4.

The number of EEOC offices piloting and
implementing the Quality Peer Review Program for the outreach and
initial contact phases of the private sector enforcement
process.

X

X

X

X

Pilot in 3 field offices. Prepare to implement in FY2002.

Implement in 5 field offices. Develop an additional peer
review module for investigations.

3.1.5.

The percent of participants rating each Technical
Assistance Program Seminar (TAPS) overall quality as acceptable or
better.

X

X

X

X

90%

90%

Program Highlights

As "A" cases became a greater proportion of our private sector
charge inventory and as consolidated cases add complexities in the
federal sector program requiring more knowledge and skills to
process, we developed a single measure to address these issues and
support the continued implementation of the CEP initiative (measure
3.1.1) for fiscal year 2000 that we will continue into fiscal years
2001 and 2002. Additionally, four measures were added in fiscal
year 2001 to address a need for enhanced training and effective
feedback on the quality of our services to our customers (measures
3.1.2, 3.1.3, 3.1.4 and 3.1.5). We will continue these measures in
fiscal year 2002.

Training

In fiscal year 2002, we will continue to focus on training newly
hired attorneys, investigators and mediators, using customized
training for front-line staff who will serve in these high contact
positions. Additionally, through the use of National Training
Pilots that we developed in fiscal year 2001, the agency plans to
provide training in areas where we have identified critical skill
gaps for front-line and management staff. During fiscal year 2002,
EEOC will provide training to mediators in advanced mediation
skills and investigators in enhanced enforcement skills in wage
discrimination, conciliation/settlements and interviewing
techniques. We also plan to design and pilot a course in cultural
competency to equip staff with the necessary skills to attain CEP
outreach goals and improve their ability to understand differences
and minimize internal work place conflict.

Our assessment of agency staff has clearly identified a need to
provide customized EEOC-focused supervisory training for new
supervisors and existing managers who have been promoted based on
their strong enforcement and/or technical skills, but who have not
had an opportunity to develop the requisite interpersonal and
leadership skills associated with managing others. To satisfy this
need, we plan to provide training which focuses on managing in the
EEOC culture, enhancing communication skills, understanding change
and equipping managers with the tools to effectively deal with
conflict and diversity.

Another critical need involves succession planning for agency
leadership. As is the case in many other federal agencies, EEOC is
facing the loss of a large number of Senior Executive Service staff
within the next two to three years, with 63% of the agency's SES
staff becoming eligible to retire by 2004. Within the ranks of the
District Directors, the most numerous category of SESers, turnover
expected is even higher, at 76%. Therefore, during fiscal year
2002, we will continue to invest in the development of the next
cadre of senior managers through an SES Candidate Development
Program.

Quality Peer Review and Technology Based Learning

As the demand for training resources continues to grow at the
same time that the Commission works to satisfy competing needs in
core programs, we have focused on alternative methods of satisfying
training requirements that will allow us to reach large segments of
our employees with minimal levels of funding. Alternative methods
include the use of Quality Peer Review and technology-based
learning approaches. Performance measures 3.1.2., 3.1.3, and 3.1.4
address these alternative approaches.

During fiscal year 2001, we will pilot the first two components
of the QPR Program (outreach and initial contact) in 3 offices,
refine the approach, and prepare for implementation in fiscal year
2002. In fiscal year 2002, Quality Peer Reviews will be conducted
by a team of experienced EEOC employees/peers at 5 field offices
(10% of our field offices) to assess program results, improve
operations and identify best practices. In addition, we will expand
the Program to cover another area of the Commission's private
sector program, such as investigation, for implementation in fiscal
year 2003. The QPR program uses a systematic approach, including
established guidelines, standards and measures, to facilitate peer
assisted reviews and foster a climate of continuous improvement.
Dialogue among peers in the offices reviewed will result in quality
improvements, and by disseminating the results nationwide, service
to our customers will be improved.

Other innovative methods for reaching staff include
technology-based self-paced learning tools and training videos,
which can be readily disseminated through the agency's technology
infrastructure. EEOC plans to develop at least one technology-based
prototype and 2 training videos on recently adopted Commission
guidance in fiscal year 2002.

Responsiveness of Technical Assistance Program Seminars to
Customer Needs

EEOC conducts a variety of Technical Assistance Seminars for
private and federal sector customers, and we have set a quality
standard of 90% of the participants rating quality as acceptable or
better (measure 3.1.5) for both fiscal years 2001 and 2002.

C. POLICY DIRECTION AND GUIDANCE

Introduction

This discussion addresses the Commission's efforts to ensure
effective customer service to its internal and external customers
in the areas of Policy Direction and Guidance and administration of
its internal Equal Employment Opportunity program.

Policy Direction and Guidance

An important part of the Commission's efforts to encourage
voluntary compliance with federal employment discrimination laws is
accomplished through the issuance of timely and up-to-date
interpretive regulatory and policy guidance. This guidance is
important to each of the Commission's key constituencies. It
provides valuable information for both employers and employees, as
well as their representative organizations, about their rights and
responsibilities under the law. In so doing, it provides
significant assistance to the principal Commission stakeholders in
tailoring their conduct to assure that it complies with the law.
Commission guidance also provides clear guidance to staff,
fostering consistent application of the governing legal principles
to the charges filed with the Commission and litigation brought by
the Commission. Finally, the judiciary carefully considers
Commission regulations and policy guidance in interpreting the law
and applying it to particular cases.

Measures for this area focus on user-friendly formats and
timeliness.

Improving Internal EEO Processes

The final two measures in this subsection address the agency's
efforts to create a model EEO program at the Commission, by
improving our internal EEO processes. Since becoming Chairwoman in
1999, Ida Castro has emphasized the importance of EEOC as a model
agency, with respect to its internal EEO program, inasmuch as the
agency provides oversight government-wide on equal opportunity in
the federal workforce.

GPRA Measures

STRATEGIC GOAL 3

Enhance Agency Effectiveness to Achieve our Mission and
Strategic Goals by Providing Executive Direction and Support and
Building Institutional Knowledge.

Strategic Objective 3.2.

Provide policy direction and guidance to achieve all
Strategic Goals.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

3.2.1.

Prepare Question and Answer documents in a
simplified format to accompany all Commission approved policy.

X

X

X

X

Prepare Q & As.

Prepare Q & As.

3.2.2.

Prepare for the Chairwoman's consideration by
October 1 the proposed fiscal year regulatory agenda.

X

X

X

X

Prepare agenda.

Prepare agenda.

3.2.3.

Address the regulatory agenda by preparing for the
Chairwoman's consideration final regulations or notices of proposed
regulations, or recommendations that regulatory matters be
postponed or not completed and removed from the agenda.

X

X

X

X

Address regulatory agenda.

Address regulatory agenda.

3.2.4.

Percent reduction in the average number of days to
process internal EEO complaints from the previous fiscal year.

X

X

15%
Use innovative approaches including ADR

25%
Implemented ADR program & other innovative approaches

15%

15%

3.2.5.

Develop and deliver diversity training to EEOC
supervisors and managers.

X

X

X

X

X

Develop and deliver training.

Program Highlights

Policy Direction and Guidance

Measures 3.2.1.- 3.2.3 address timeliness in carrying out the
agency's regulatory agenda and user-friendly formats for policy
guidance. In fiscal year 2002, the Commission will continue to
enhance the effectiveness of its policy program by issuing
simplified question and answer summaries to accompany all approved
Commission policies and regulations. These summaries are posted on
the Commission's Web site, accompanying the policy issuances
themselves, and are otherwise made broadly available. In addition,
the Commission will meet time frames for publishing its annual
regulatory agenda and completing action on policy guidances for the
year.

Equal Employment Opportunity

The first of the two measures (measure 3.2.4), continued from
fiscal year 2000, was designed to reduce the number of days
required to process internal EEO complaints. The agency's internal
EEO process is comprised of three stages - counseling,
investigation and hearings. In fiscal year 2002, our goal is to
decrease, by an additional 15% the average number of days in the
internal EEO process by decreasing the time necessary at each stage
of the overall process. The overall decrease will be facilitated by
implementation of the agency's internal Alternative Dispute
Resolution program, designed in fiscal year 2000. Like the
successful private sector mediation program, the internal program
is expected to positively impact the overall processing time of the
cases in the counseling and investigation stages. We expect to
accomplish an additional 15% decrease in the average processing
time at the investigative stage by continuing to use position
statements, biweekly case management meetings, and other
investigative techniques. At the hearings stage, it is expected
that by using an alternative procurement technique to acquire and
assign Administrative Judges, the overall time frame for the cases
going through this stage will also decrease.

For FY 2002, the agency plans to deliver training on diversity
issues to supervisors and managers throughout the agency (measure
3.2.5). The goal of the Cultural Competency training is to build
cultural awareness among supervisors, managers and employees in
order to improve EEOC workplace relations, but also to improve
outside customer service and outreach to various previously
under-served minority groups. The curriculum will consist of a
series of courses that focus on different aspects of the diversity
spectrum, e.g., a general course in awareness of differences, a
module on how to communicate with a diverse customer base, a module
on how to relate to co-workers of different cultural or ethnic
backgrounds, and modules that highlight specific ethnic minorities
or special categories, e.g., minorities with disabilities.

D. INSTILL A KNOWLEDGE BASE AND MAINTAIN TECHNOLOGICAL
COMPETENCY

Introduction

This subsection is comprised of thirteen measures designed to
improve the effectiveness and efficiency of service delivery to our
customers. Performance measures address the following issues:
streamlining internal processes, maintaining technological
competency, and improving customer service in the agency's
financial and human resource management areas, including
initiatives to address the Administration's government-wide
reforms.

GPRA Measures

STRATEGIC GOAL 3

Enhance Agency Effectiveness to Achieve our Mission and
Strategic Goals by Providing Executive Direction and Support and
Building Institutional Knowledge.

Strategic Objective 3.3.

Instill a knowledge base by attaining and maintaining a
robust technological competency and through research, analysis and
evaluation of organizational components, procedures and
processes.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

3.3.1.

Percent or number of streamlined, updated, or
eliminated internal directives in effect as of September 30,
1998.

10%

5%

10%

16%

17 directives.

8 directives.

3.3.2.

Implement a new integrated financial management
system.

Implement system.

System implem.

X

X

Complete transition plans for
implementation.

Implement Core Accounting and Budget
Modules.

3.3.3.

Continue development, test and pilot a number of
subsystems of the EEOC's Integrated Mission System (IMS).

Develop and implement a new, standardized federal
EEO Complaint Collection and Reporting System to improve the
collection of data from federal agencies and provide more efficient
reporting of federal EEO complaints.

X

X

Initiate development of federal EEO data
system.

Identified requirements for a new data system
and initiated contractor selection.

Complete 2-year system development
and implementation in 5 pilot federal agencies during FY2002.

3.3.6.

Conduct an OMB Circular A-76 review of the IT
Systems Design, Development and Programming activity.

X

X

X

X

X

Complete review in FY2002.

3.3.7.

Percent of properly completed travel vouchers paid
within 15 business days after receipt in headquarters.

X

X

X

X

80%

90%

3.3.8.

Percent of full and open procurement actions for
$25,000 or more posted on, and provided the opportunity for
submitting electronic bids through, the government-wide Website for
procurement activity.

X

X

X

X

X

100%

3.3.9.

Percent of procurement actions for less than
$25,000 awarded within 25 business days after acceptance of the
request.

X

X

X

X

90%

90%

3.3.10.

Average number of business days to reduce to, and
maintain, for awarding properly prepared procurement actions of
$25,000 or more.

X

X

X

X

105

105

3.3.11.

Number of calendar weeks, on average, to deliver a
list of qualified candidates (a certificate) to the requestor after
the request to post a vacancy announcement, assuming the Office of
Personnel Management (OPM) maintains open investigator
announcements and classifies, posts and issues certificates for
complex positions.

X

X

X

X

Within 8

Within 6

3.3.12.

Number of calendar days to complete each
non-routine personnel action requested. (These actions include
establishment/classification of positions, reasonable accommodation
requests, and some separation actions, i.e., involuntary
separations and transfers to other government agencies.)

X

X

X

X

90

90

3.3.13.

Number of calendar days to accurately complete
routine personnel actions received. (These actions include
non-competitive reassignments and promotions, changes in benefits
and accessions.)

X

X

X

X

10

10

Program Highlights

Streamlining Internal Directives

As reflected in the above GPRA measures , we exceeded our target
for streamlining, updating or eliminating internal directives
during fiscal year 2000 by 6%. The agency continues to look at
directives in its system for the purpose of updating old ones to
reflect changes in policies, procedures, and process. In some
cases, we were able to streamline the directives inventory by
consolidating multiple directives that collectively control one
processand eliminated those directives which no longer are
pertinent to the way we do business. For fiscal year 2001, our
target is to streamline, update or eliminate at least 17 more
directives. We will continue this measure into fiscal year 2002 by
targeting an additional 8 directives.

Technology

Technology is critical to achieving agency goals and objectives
in all areas of agency operations, including mission programs as
well as support operations. EEOC's Five-Year Information
Resources Management Strategic Plan, Figure 4 in Section IV. D.,
outlines an ambitious agenda requiring on-going commitment, if the
agency is to reap the rewards of modern information technology in
its financial, human resources, and program information systems.
Implementation of systems planned will increase the
cost-effectiveness of agency programs, increase efficiency, and
improve service to our customers. Overall objectives of the
Information Resources Management Strategy are:

Implementing the Government Paperwork Elimination Act (GPEA), to
improve work efficiency and customer service by providing public
capability to conduct business with the EEOC electronically.

In fiscal year 2002, the agency will initiate the implementation
of three major information systems which are the core components
required to migrate toward an integrated information
architecture:

The Integrated Mission System, which consolidates the
Commission's charge intake, investigation, mediation, litigation,
and outreach functions into a single shared system;

The Federal Financial System, which will integrate our core
accounting with budget, procurement, travel, and asset management,
enabling the agency to participate fully in e-procurement; and

The Federal Personnel and Payroll System, which will integrate
the Agency's human resource and payroll data.

Other fiscal year 2002 technology initiatives include:

Complete of the development of a new Federal Data Collection and
Reporting System, and initiate pilots in 5 agencies for improving
the comprehensiveness and accuracy of federal sector data, as well
as automating its collection and reporting (measure 3.3.5).
Development of this system began in FY 2000, in response to
concerns raised by the General Accounting Office in its 1999
report, Equal Employment Opportunity: Data Shortcomings Hinder
Assessment of Conflicts in the Federal Workplace; and

Implement GPEA plans; update security plans for major systems;
provide adaptive tools and technologies; and conduct training for
Agency employees so they will benefit from the use of technology in
their day-to-day work activities.

FIGURE 4
FIVE-YEAR INFORMATION RESOURCES MANAGEMENT STRATEGIC PLAN

KEY:

Completion of Major Milestone

IT Project

Partial
Funding

System support
and Maintenance

Unfunded

Performance Measures for Management Reforms

The Administration has identified key government-wide reforms
for fiscal year 2002 to improve the functioning of government and
achieve efficiencies in its operations. The Commission is committed
to addressing these reforms, as discussed below.

Making greater use of performance-based contracts

EEOC has already implemented this element of acquisition reform
by executing nearly all of its service contracts as fixed-price
contracts. EEOC has been successful in defining its services
objectively and thereby reducing the risk of performance failure.
Currently, EEOC issues the majority (94% of the actions and 96% of
the funds) of service contracts to State and Local Fair Employment
Practices Agencies (FEPA), which are noncompetitive, but based upon
a fixed reimbursement per charge resolved.

Additionally, EEOC has awarded the following as fixed-price
contracts, thereby reducing the potential of schedule and cost
overruns: Laborer/Truck Driver, Mail Center Operations, Duplication
Operations Services and EE0-1 private sector survey processing of
employers' workforce data. The EEO-1 contract utilizes the latest
technological methods, including paperless filing to reduce costs
to employers and the EEOC. Since the vast majority of the agency's
contracts are already performance-based, the agency has not
established a goal for this management initiative for fiscal year
2002.

Expanding the application of on-line procurement and other
E-Government services and information

EEOC takes pride in its accomplishments in the E-Commerce
environment. EEOC was the first member of the Small Agency Council
to have its own approved gateway on the Federal Acquisition
Computer Network (FACNET), and seeks to use Internet-based
technology to transfer data electronically and provide contractor
access to EEOC synopses for acquisitions valued more than $25,000,
for which notice is required under the Federal Acquisition
Regulation. In addition, training will be provided to contracting
personnel in fiscal year 2001 on the use of the government-wide
point-of-entry website (http://www.FedBizOpps.gov/). Passwords have
already been provided to contracting personnel.

Therefore, in fiscal year 2002, EEOC has established goals to
both post notice of all full and open competitive actions more than
$25,000 on the government-wide point-of-entry website (http://www.FedBizOpps.gov/), and to provide
electronic solicitation documents to be used during the bid/offer
submission process (see measure 3.3.8.). However, accomplishment of
this goal is contingent upon the installation of the IDEAS Desktop
Procurement System, its integration into the Federal Financial
System (FFS), the agency's new financial management system to be
implemented in fiscal year 2002, and the program customization
necessary to submit IDEAS generated forms over the Internet to meet
the standards of FedBizOpps.

Expanding A-76 competitions and more accurate FAIR Act
inventories

The Commission identified 140 FTE's performing commercial
activities in its fiscal year 2000 Inventory of Commercial
Activities. As noted in the discussion on "Performance-Based
Contracts," the agency already contracts out three Administrative
and one Program activity. One of the Administrative activities,
Duplicating Operations Services, was on the FAIR Act Inventory for
fiscal year 1999 and was contracted out for the first time in
fiscal year 2000.

Of the activities listed in the most recent FAIR Act Inventory,
one the commercial activity, Mediation Services, is performed by 11
or more Full Time Equivalents (FTE). In response to a request from
OMB in fiscal year 1999, EEOC completed a cost comparison of the
agency's internal staff mediation program with the external
contract mediation program, both of which were provided funding to
create a nationwide program for the first time in fiscal year 1999.
The analysis revealed that the cost per successful mediation was
considerably higher for contract mediators. As a result, the agency
is not pursuing the possibility of contracting out the internal
staff mediation program.

Several activities include smaller numbers of FTEs, but meet or
exceed the Administration's guideline of 5% of the total FTEs on
the Inventory. In fiscal year 2001, these activities will be
assessed to identify one for a cost comparison study and the study
will be completed by the end of fiscal year 2002 (see measure
3.3.6).

Section V
EDUCATION, TECHNICAL ASSISTANCE AND TRAINING REVOLVING FUND

Appropriation Language

EQUAL EMPLOYMENT OPPORTUNITY
COMMISSION

Federal Funds

Public Enterprise Funds:

EEOC Education, Technical Assistance and
Training

Revolving Fund

There is hereby established in the Treasury of the United States a
revolving fund to be known as the "EEOC Education, Technical
Assistance and Training Revolving Fund" (hereinafter in this
subsection referred to as the "Fund") to pay the cost (including
administrative and personnel expenses) of providing education,
technical assistance, and training relating to the laws
administered by the Commission. Monies in the Fund shall be
available without fiscal year limitation to the Commission for such
purpose.

SECTION V
EDUCATION, TECHNICAL ASSISTANCE AND REVOLVING FUND

Introduction

The Commission offers specialized and in depth training services
through its Revolving Fund. In 1992, Congress passed the EEOC
Education, Technical Assistance and Training Revolving Fund Act
(P.L. 102-411) as the vehicle through which the Commission would
develop and deliver comprehensive and specialized external
education, technical assistance and training relating to the laws
it enforces. This authority permits the EEOC to charge a fee for
the costs associated with the delivery of Revolving Fund programs.
Programs offered through the Revolving Fund augment those
activities that are provided to the public free of charge.

GPRA Measures

STRATEGIC GOAL 2

Promote Equal Opportunity in Employment Through
Education and Technical Assistance.

Strategic Objective 2.1.

Encourage and facilitate voluntary compliance with equal
employment opportunity laws among employers and employer groups in
the private and federal sectors.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

This Revolving Fund measure
is part of the Commission's Outreach activities-see Section III,
Prevention of Employment Discrimination.

2.1.5.

The number of Revolving Fund activities conducted
for private sector and federal sector employers.

75

292

175

296

275

275

Program Highlights

During fiscal year 2002, EEOC will continue to develop and
disseminate new and improved training and technical assistance
programs, products and services of high professional quality. For
example, by the beginning of 2002, the agency will have completed
an initiative designed to provide additional specialized
instruction on training design and delivery techniques to all
involved field staff to even further enhance the creativity and
quality of the instruction provided by EEOC in its Technical
Assistance Program Seminars (TAPS), courses, and customer specific
training (CST). As in prior years, the EEOC will provide a wide
variety of one and half day TAPS for private and federal employers
in diverse geographical locations and schedule numerous one day to
one week courses on EEO counseling, investigations and other topics
for federal employees nationally. In fiscal year 2002, we will
conduct 275 Revolving Fund activities, including 50 TAPS events,
for private and federal sector employers. We also will provide
training for individual employers at their facilities, upon request
and as resources are available.

EEOC is exploring convenient, low cost web-based training
programs on a variety of EEO topics for private and federal
employees, enabling businesses, both small and large, to educate
all its employees on equal employment opportunity. We also plan to
produce a CD ROM version of our popular seven volume series of
technical assistance manuals, currently available in hard copy and
audio (for the visually impaired).

The agency plans to offer at least two new courses in 2002,
including an introduction to mediation as well as a more in-depth
seminar on mediation skills development. We also plan to add the
second volume to our EEOC Essential Guide Series, introducing a
practical EEO handbook prepared for supervisors, managers and human
resource professionals.

We will continue to implement program enhancements, operational
efficiencies and customer service improvements in 2002. Most
noteworthy, will be the complete centralization of all registration
and collection activities, thereby improving customer service and
expediting billing and collections. We will implement additional
improvements in financial management practices, tracking and
reporting during fiscal year 2002. We anticipate that the program
enhancements will result in 90% of participants rating the overall
quality of each TAPS seminar as acceptable or better.

***The Revolving Fund must maintain from the unobligated balance
at the end of each fiscal year, monies to cover anticipated
expenses for over half of the next fiscal year until new revenues
are received -beginning in approximately May (e.g., pay for hotels,
printing, other contractual obligations, and the Revolving Fund
staff salaries and benefits) and to develop new products and
enhance existing products and services.

APPENDIX A
GENERAL BUDGET DOCUMENTS

APPENDIX A-1General Statement of Laws

The Equal Employment Opportunity Commission was established by
Title VII of the Civil Rights Act of 1964 (78
Stat. 253, 42 U.S.C. 2000e et seq.) as amended, and became
operational on July 2, 1965. The Commission has five members, no
more than three of whom shall be of the same political party. The
members are appointed by the President, by and with the consent of
the Senate, for rotating 5-year terms. The President designates one
member to serve as Chairman and one member to serve as Vice
Chairman. The General Counsel is also appointed by the President,
by and with the advice and consent of the Senate, for a term of 4
years.

The Commission has been charged with promoting equal opportunity
in employment by enforcing the federal civil rights employment laws
through administrative and judicial actions, and education and
technical assistance. The agency fulfills its mission through the
implementation of a vigorous law enforcement program, as well as
conducting an outreach program to provide information, guidance and
technical assistance to help prevent discrimination from
occurring.

Title VII prohibits employment discrimination
on the basis of race, color, religion, sex, or national origin by
federal and private employers with 15 or more employees, public and
private employment agencies, labor organizations with 15 or more
members, agencies which refer persons for employment or which
represent employees or employers covered by the Act, and joint
labor-management apprenticeship programs for covered employers and
labor organizations.

Pursuant to Section 709(c) of Title VII, the
Equal Employment Opportunity Commission requires the filing of
periodic reports by public and private employers, unions and labor
organizations providing data on the makeup of their workforces or
membership by gender and racial/ethnic categories. The data are
also used by other federal, State and Local agencies charged with
enforcement of equal employment opportunity laws, and in aggregate
form by non-government organizations and researchers concerned with
equal employment opportunity.

The Equal Employment Opportunity Act of 1972
(Public Law 92-261) amended Title VII to authorize
the Commission to file suit in federal District Court in order to
achieve compliance with Title VII if it is unable
to achieve a remedy through conciliation. If the case involves a
State or Local government, the Commission will refer it to the
Attorney General, who may file suit in federal Court. The
Equal Employment Opportunity Act of 1972 also
extended Title VII's coverage to State and Local
governments as well as to institutions of higher education.

In 1979, EEOC received additional jurisdictional
responsibilities as part of Reorganization Plan No. 1 of
1978: enforcement of the Age Discrimination in
Employment Act (ADEA) of 1967, as amended; the
Equal Pay Act (EPA) of 1963; Section 501 of the
Rehabilitation Act of 1973, as amended; and
Section 717 of Title VII. ADEA protects workers
age 40 and older from discrimination in hiring, discharge, pay,
promotions, fringe benefits, and other aspects of employment by
employers having 20 or more employees. The EPA
prohibits gender based discrimination in the payment of wages to
men and women performing substantially equal work in the same
establishment. The Commission receives and investigates charges of
discrimination in these areas and makes findings of "violation" or
"no violation" and may file suit in Federal District Court if it is
unable to achieve voluntary resolution of violations through
conciliation.

Section 717 of Title VII, Section 15 of the Age
Discrimination in Employment Act, and Section 501
of the Rehabilitation Act of 1973, which bar
discrimination by federal agencies on the basis of disability
provided the basis for Commission oversight responsibility for the
procedures used by federal departments and agencies in processing
internal complaints of discrimination. In addition, the Commission
has appellate jurisdiction to review final decisions of departments
or agencies on discrimination complaints upon the request of the
complainant. It is also responsible for ensuring that federal
departments and agencies maintain programs of equal employment
opportunity. Further, under Executive Order 12067,
the Commission provides leadership and coordination to all federal
departments and agencies' programs enforcing federal statutes,
executive orders, regulations, and policies which require equal
employment opportunity without regard to race, color, religion,
sex, national origin, age, or disability. Coordination is provided
to eliminate conflict, competition, duplication, and inconsistency
in these programs and to improve their effectiveness. All federal
departments and agencies are required to cooperate with and assist
the Commission in performing these functions and are required to
furnish the Commission with such reports and information as it may
require.

On July 26, 1990, the Americans With Disabilities Act
(ADA) became law. The ADA became
effective on July 26, 1992, for employers with 25 or more employees
and on July 26, 1994, for employers with 15-24 employees. This
legislation, covering some 43,000,000 Americans having one or more
physical or mental disabilities, provides a clear and comprehensive
mandate for enforcing the laws prohibiting discrimination in
employment opportunities for individuals with disabilities. EEOC is
responsible for ensuring compliance with Title I of this statute
and in coordination with the Attorney General, for providing
technical assistance to those with rights and responsibilities
under the Act.

The Civil Rights Act of 1991, which amends
Title VII, addresses a number of subjects,
including disparate impact, business necessity, bias after hiring,
challenges to consent decrees, timeliness of challenges to
seniority systems, mixed motives, expert witness fees,
extraterritoriality, compensatory and punitive damages, jury
trials, interest and filing times in actions against the federal
government. The Act also mandated the EEOC to carry out educational
and outreach activities.

The private (non-federal) sector of the Commission, through its
field and headquarters offices, is responsible for receiving and
investigating charges of employment discrimination under the
various laws it enforces. Individual Commissioners may initiate
charges based on information suggesting that the law has been
violated. If the Commission decides after investigation that
reasonable cause exists to believe that a violation has occurred,
remedial relief is sought through the process of conciliation.

APPENDIX A-2Vision Statement for Financial Management

Ensuring that the U.S. Equal Employment
Opportunity Commission (EEOC) establishes and meets financial
management goals and objectives and that the agency is
in compliance with financial management legislation
and directives.

GOALS AND STRATEGIES

As part of the agency's overall, long-term goal of modernizing
and integrating information systems, the agency will replace its
current accounting system. The new single, integrated financial
management system will incorporate all existing financial and
resource management information system requirements. The system
meets the requirements for financial management systems contained
in the Joint Financial Management Improvement Program directives
and OMB Circular A-127. The system supports compliance with the
Federal Financial Management Improvement Act. The system satisfies
the goals of the National Performance Review for moving towards
electronic methods of acquisition. The system will capitalize on
the opportunities for business process improvements to resolve
systemic and procedural issues. Additionally, the new system
will:

facilitate more effective management, analyses, and projections
for planning purposes;

improve customer service and support of goods, supplies and
services for the agency; and

improve the speed and reliability of communicating financial
information throughout the agency and to external agencies,
organizations, and citizens.

Timely, accurate, and reliable financial management information
is essential to the successful and efficient management of the
agency programs. Lack of access to critical financial management
information places tremendous limitations on managers: managers
cannot effectively respond to new demands for allocating resources
to improve the efficiency of agency operations; neither can they
respond to Congressional inquiries, nor fulfill many existing
legislative and regulatory requirements; funds control is hampered;
and cost accounting is not possible. The agency has a comprehensive
financial system replacement plan to meet the demands for a single
source of financial information delivered to management and staff
in a timely and accurate manner.

BASELINE FINANCIAL SYSTEM STRUCTURE

The Integrated Financial Management System (IFMS), ICF
Consulting Financial Assistant (FINASST), became the Commission's
core financial system on October 1, 1998. The new core system
replaced a mainframe-based, non-Year 2000 compliant, batch
processing system that was developed in FY1979. As the agency's
official system of record, FINASST directly impacts the agency's
ability to effectively track and monitor EEOC's budget and resource
expenditures against program measures and goals. In FY 2000, the
vendor for FINASST informed EEOC that they were selling their
financial services division, including the FINASST product. The new
vendor has announced they will end support for FINASST September
30, 2001.

TARGET FINANCIAL SYSTEM STRUCTURE

In FY 2000, the agency contracted with an independent accounting
firm to conduct an evaluation of Federal accounting system
alternatives. The objective of this contract was to assess the
feasibility and availability of cross-servicing of the agency's
financial management functions. The agency has reviewed the
alternatives for financial system services and selected a
cross-servicing relationship with the Department of the Interior's
National Business Center. The cross-servicing inter-agency
agreement provides the full suite of the Federal Financial System
commercial off-the-shelf software. The project commenced in January
2001. The conversion and migration components include data quality
review and cleanup tasks on master tables and open documents. The
system will be operational October 1, 2001 for FY2002. The agency
will discontinue use of the FINASST and several manual processes
and procedures after closing out FY2001 financial records.

By 2003, EEOC will have a single, integrated financial
management system. The integrated system will provide a single
authoritative source of relevant and reliable financial
information, eliminate redundant systems and data, and facilitate
the elimination of ad hoc records and systems. The
system will enable financial and program managers to track cost
data for performance against approved spending plans, compare the
cost of program elements within and across programs, and base
decisions on sound financial and performance criteria. In addition,
managers will be able to exercise better funds controls, improve
their reconciliation capability, streamline their organizations and
redirect resources toward more productive activities. In essence,
implementation of the integrated system will better enable the
agency to carry out its mission and serve its customers by
determining how best to allocate resources.

PROJECTS AND TASKS REQUIRED TO MOVE FROM BASELINE TO
TARGET

PROJECT/TASK

ESTIMATED COMPLETION DATE

Commence Project

January 2001

Configure System

June 2001

Conduct Training

September 2001

Perform Conversion and Migration

September 2001

Implement Core System and Budget Execution and Planning

October 1, 2001

Integrate Procurement Management Module

To Be Determined

Integrate Travel Management Module

To Be Determined

Integrate Fixed Asset/Property Management Module

To Be Determined

APPENDIX B
CHARTS

APPENDIX B-1Private Sector Process Flow Chart

APPENDIX B-2Federal Sector Process Flow Chart

APPENDIX B-3Enforcement Program Diagrams

Private Sector Comprehensive Enforcement
Program

The objective of the Comprehensive Enforcement Program
(CEP) is to deliver fair, efficient, and effective service to the
public. The diagram below illustrates the critical elements
required to accomplish these objectives: (1) close
collaboration between administrative enforcement and legal staff
and (2) a focus on customer service supported by quality peer
review.

The diagram shows the interrelationships among staff,
stakeholders and quality review involved in EEOC's private sector
CEP. The CEP integrates enforcement and legal staff at each stage
of the agency's work to address employment discrimination
issues-including outreach, education and technical assistance;
intake (charge prioritization); mediation (alternative dispute
resolution); decisions on the merits, conciliations and
settlements; investigation; and, where settlement attempts fail,
litigation to address egregious discrimination and other Commission
priorities. The CEP connotes teamwork and joint accountability in
all private sector activities.

A focus on customer service, supported by a peer review process
to assess and improve the quality of our work (Quality Peer Review
(QPR)) is integral to achieving the objectives of the CEP.
Enforcement and legal staff must work closely together to quickly
and accurately determine whether the allegations fall within the
purview of statutes EEOC enforces, and how best to respond to
employees and employers involved to address issues identified to
deliver fair and effective service to the public. While the agency
has historically fostered high quality through manuals and guidance
documents, training and supervision, the CEP adds another dimension
to assessing how we can improve customer service through QPR. QPR
is designed to identify both areas for improvement as well as best
practices which can be shared agency-wide. [Section II describes
the Commission's CEP and the performance measures
for fiscal year 2002. In particular, subsection B
discusses the private sector CEP, including the appropriate fiscal
year 2002 measures. Also, Section IV
describes the QPR program, including the performance measure for
fiscal year 2002.]

These components of the CEP, working together, have led to
significant achievements in our private sector program.

Federal Sector Comprehensive Enforcement Program

The diagram below illustrates the federal sector
Comprehensive Enforcement Program (CEP). CEP integrates a variety
of functions to enhance performance in all aspects of the federal
sector program and provides a framework for linking critical
information and staff insights nationwide to provide more effective
and efficient service to federal agencies and employees.

The top of the pyramid shows hearings and appeals actions filed
with the EEOC by federal employees. These actions are initiated
only after employees first file complaints alleging discrimination
with their agency's EEO office and do not receive a satisfactory
response or at least 180 days elapses. The bottom portion of the
pyramid depicts filed complaints remaining within a federal agency
and discrimination which occurs but does not become part of the
federal EEO complaint process-"hidden" discrimination.

Complaints and "hidden" discrimination emanate from root causes
of discrimination that federal agencies need to address to remove
barriers to equal employment opportunity. The diagram illustrates
the value of federal agency data analysis, particularly analysis
that helps identify root causes of discrimination. Root cause
analysis assists EEOC and federal agencies to focus on preventing
discrimination and on more effective and efficient ways to address
discrimination.

The two circles at the base of the pyramid represent on-site
reviews and outreach, education and technical assistance-key
elements of the CEP and the EEOC's prevention activities in the
federal sector. The arrows illustrate that results from on-site
reviews provide information about the types of outreach, education
and technical assistance activities (including Technical Assistance
Training Programs (TAPS) events) that could benefit federal
agencies and employees, as well as provide Administrative Judges in
hearings and writing attorneys in appeals with insights into a
federal agency's policies and practices. Also, information and
expertise gleaned by hearings and appeals staff after years of
experience with federal agencies' and employees' discriminatory
issues help EEOC design more effective outreach, education and
technical assistance activities tailored to agency and employee
needs. They also provide valuable insights to determine which
agencies could benefit and which employment issues to address
during EEOC on-site reviews. [Section II
describes the Commission's CEP and the performance measures for
fiscal year 2002. In particular, subsection D
discusses the federal sector CEP, including the appropriate fiscal
year 2002 measures.]

The diagram suggests that all of these components must work
together to identify and remove employment discrimination from the
federal workplace.

APPENDIX B-4Organization Chart

APPENDIX C-1Validation and Verification of Agency Information

Accurate and reliable data is critical to planning and resource
allocation at the Commission. The major front-line program areas-
private sector enforcement and federal sector programs-require data
on the number and status of matters pending, as well as data on
financial and human resources deployed in order to determine the
efficiency and effectiveness of our programs.

In recent years, the Commission has initiated projects to
improve the speed and accuracy of data available to managers.

Under its 5-year technology plan, the Commission will develop
and initiate implementation of new systems to collect data in the
private sector enforcement program and the federal sector, outreach
and education programs, as well as in key support operations:

The Integrated Mission System (IMS) will track data for the
private and federal sector enforcement programs. It is anticipated
that the system will reinforce and support the Comprehensive
Enforcement Program concepts in both the private sector and federal
sector programs. In particular, it will support the important
changes made in the federal sector EEO process as a result of the
new Part 1614 regulations effective on
November 9, 1999.

A new federal sector data collection and reporting system will
be developed to automate the collection and reporting of Federal
EEO data.

The implementation of a new financial management system will
provide more accurate and timely financial information and
streamline payments to internal and external customers.

A new human resources system and payroll system will provide
personnel information on a timely basis, enabling management to
keep appraised of information such as attrition rates, which must
be addressed promptly if the agency is to meet its annual
goals.

The development and deployment of these systems is the first
step towards linking financial, program and human resource data.
These systems will provide computerized edit routines to verify
entered data as one approach for ensuring the validity of the
information. In addition, the agency anticipates using selective
sampling and analysis of files to further ensure data validity.

The systems, and the valid data available in them, will assist
agency managers determine the most cost-effective approach for
assigning human and financial resources to achieve the agency's
mission. To meet these objectives, continued investment in
information technology at the required levels is essential.

APPENDIX C-2Program Evaluations

5. Quality Peer Review

The agency developed its Quality Peer Review program as a tool
to enhance its services to the public by assuring quality work and
communicating best practices throughout the agency. (See measure
3.1.4. and the accompanying discussion of QPR).

By the end of fiscal year 2001, the Commission will have piloted
its Quality Peer Review (QPR) program covering outreach, education
and technical assistance activities and initial contact/intake
functions. The pilot will achieve four basic results: establish
objective, measurable standards linked to implementation of the
Commission's Comprehensive Enforcement Program (CEP); establish
techniques to identify best practices; develop methods to share
best practices throughout the agency to improve the implementation
of the CEP; and foster a climate of continuous improvement in its
private sector enforcement program.

During fiscal year 2002, the agency anticipates implementing in
several offices the outreach and initial contact components
developed to date, evaluating the results obtained, and adjusting
the program for further implementation in subsequent fiscal
years.

6. Components of Other Program Evaluations

The agency conducts components of evaluation activities that
contribute information to inform management on the effectiveness of
programs in the following two areas addressed in the agency's
Strategic Plan:

Prevention Programs

The EEOC takes the following steps to assess its outreach,
education and technical assistance programs for employers,
employees and stakeholder groups:

Throughout the year, at least quarterly, outreach results are
reviewed and checked against plans, using data and reports
submitted by field offices.

Strategic Objective 1.1.Improve the effectiveness of the private sector
enforcement program, including the use of charge prioritization, mediation and,
where necessary, litigation, by utilizing a comprehensive
enforcement strategy that focuses on National Enforcement Plan
priorities.

Strategic Objective 2.1.Encourage and facilitate voluntary compliance with equal
employment opportunity laws among employers and employer groups in
the private and federal sectors.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

2.1.1.

The number of consultations with employer
stakeholders on operational and legal issues.

500

1,232

1,200

1,213

1,200

1,200

2.1.2.

The number of representatives of private sector and
federal sector employers attending technical assistance
activities, other than Revolving Fund activities.

10,000

46,500

At least 46,500

49,766

50,000

50,000

2.1.3.

The number of outreach events provided to
employers to encourage participation in EEOC's mediation
program.

X

X

X

X

250

250

2.1.4.

The number of small employers with
approximately 15-99 employees provided EEOC's education and
information materials, as part of a special outreach
initiative.

X

X

X

X

5,000

5,000

2.1.5.

The number of Revolving Fund activities conducted
for private sector and federal sector employers.

75

292

175

296

275

275

2.1.6.

Develop and implement an outreach plan for fiscal
years 2000-2002 to provide education and technical assistance and
to proactively distribute EEOC's education and information
materials to small private sector employers and to federal
sector employers.

Develop plan.

Plan developed

Implement plan activities for FY2000.

Implemented FY2000 activities.

Implement plan activities for FY2001.

Implement plan activities for FY2002.

2.1.7.

The number of outreach, education, or other
technical assistance activities conducted to assist federal
agencies make EEO program improvements, including
establishing alternative dispute resolution (ADR) programs
throughout the EEO process.

X

X

X

X

At least 120

At least 120

2.1.8.

The number of on-site evaluations of federal agency
EEO programs conducted.

Strategic Objective 2.2.Increase knowledge about individual rights under equal
employment opportunity laws among the public and employee
groups.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

2.2.1.

The number of consultations with employee
stakeholders on operational and legal issues.

500

1,533

1,200

3,918

3,900

3,900

2.2.2.

The number of employees and employee
representatives provided EEOC's education and information
materials, including representatives from under-served groups or
communities.

X

X

X

X

30,000

30,000

2.2.3.

Develop and implement an outreach plan for fiscal
years 2000-2002 to inform under-served constituencies of
their rights, and to proactively distribute EEOC's educational and
informational materials to employee stakeholders.

Develop plan.

Plan developed.

Implement plan activities for FY2000.

Implemented FY2000 activities.

Implement plan activities for FY2001.

Implement plan activities for FY2002.

2.2.4.

The number of additional EEOC publications most
frequently requested in an alternate format and translated and
available in 7 alternate languages (Spanish, Haitian/Creole,
Vietnamese, Russian, Korean, Arabic and Chinese).

X

X

X

X

Initiate efforts to make 15 publications
available by the end of FY2002.

Make 15 publications available by the end of
FY2002.

2.2.5.

Make information about employment discrimination
and the federal EEO procedures available for the approximately 2
million federal employees, using the EEOC's web site and
other innovative means.

STRATEGIC GOAL 3Enhance Agency Effectiveness to Achieve our Mission and
Strategic Goals by Providing Executive Direction and Support and
Building Institutional Knowledge.

Prepare Question and Answer documents in a
simplified format to accompany all Commission approved policy.

X

X

X

X

Prepare Q & As.

Prepare Q & As.

3.2.2.

Prepare for the Chairwoman's consideration by
October 1 the proposed fiscal year regulatory agenda.

X

X

X

X

Prepare agenda.

Prepare agenda.

3.2.3.

Address the regulatory agenda by preparing for the
Chairwoman's consideration final regulations or notices of proposed
regulations, or recommendations that regulatory matters be
postponed or not completed and removed from the agenda.

X

X

X

X

Address regulatory agenda.

Address regulatory agenda.

3.2.4.

Percent reduction in the average number of days to
process internal EEO complaints from the previous fiscal year.

X

X

15%Use innovative approaches including ADR

25%Implemented ADR program & other innovative approaches

15%

15%

3.2.5.

Develop and deliver diversity training to EEOC supervisors and managers.

X

X

X

X

X

Develop and deliver training.

STRATEGIC GOAL 3Enhance Agency Effectiveness to Achieve our Mission and
Strategic Goals by Providing Executive Direction and Support and
Building Institutional Knowledge.

Strategic Objective 3.3.Instill a knowledge base by attaining and maintaining a
robust technological competency and through research, analysis and
evaluation of organizational components, procedures and
processes.

STATEMENT

1999

2000

2001

2002

NO.

Target

Results

Target

Results

Target

Target

3.3.1.

Percent or number of streamlined, updated, or
eliminated internal directives in effect as of September 30,
1998.

10%

5%

10%

16%

17 directives.

8 directives.

3.3.2.

Implement a new integrated financial management
system.

Implement system.

System implem.

X

X

Complete transition plans for
implementation.

Implement Core Accounting and Budget
Modules.

3.3.3.

Continue development, test and pilot a number of
subsystems of the EEOC's Integrated Mission System (IMS).

Develop and implement a new, standardized federal
EEO Complaint Collection and Reporting System to improve the
collection of data from federal agencies and provide more efficient
reporting of federal EEO complaints.

X

X

Initiate development of federal EEO data
system.

Identified requirements for a new data system
and initiated contractor selection.

Complete 2-year system development
and implementation in 5 pilot federal agencies during FY2002.

3.3.6.

Conduct an OMB Circular A-76 review of the IT
Systems Design, Development and Programming activity.

X

X

X

X

X

Complete review in FY2002.

3.3.7.

Percent of properly completed travel vouchers paid
within 15 business days after receipt in headquarters.

X

X

X

X

80%

90%

3.3.8.

Percent of full and open procurement actions for
$25,000 or more posted on, and provided the opportunity for
submitting electronic bids through, the government-wide Website for
procurement activity.

X

X

X

X

X

100%

3.3.9.

Percent of procurement actions for less than
$25,000 awarded within 25 business days after acceptance of the
request.

X

X

X

X

90%

90%

3.3.10.

Average number of business days to reduce to, and
maintain, for awarding properly prepared procurement actions of
$25,000 or more.

X

X

X

X

105

105

3.3.11.

Number of calendar weeks, on average, to deliver a
list of qualified candidates (a certificate) to the requestor after
the request to post a vacancy announcement, assuming the Office of
Personnel Management (OPM) maintains open investigator
announcements and classifies, posts and issues certificates for
complex positions.

X

X

X

X

Within 8

Within 6

3.3.12.

Number of calendar days to complete each
non-routine personnel action requested. (These actions include
establishment/classification of positions, reasonable accommodation
requests, and some separation actions, i.e., involuntary
separations and transfers to other government agencies.)

X

X

X

X

90

90

3.3.13.

Number of calendar days to accurately complete
routine personnel actions received. (These actions include
non-competitive reassignments and promotions, changes in benefits
and accessions.)